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Make managers look you at silent times

By jibalathagee ·
I am leading a software team of a typical production support. I have found a habit in my managers, who will come around me and try to tell all sort of solutions, whenever my team is in a crisis. The same managers won't even look at me, when all is well, without realising the fact that it affects both myself and the morale of my team. I am trying to look at options of what should I do to make my managers look at me, even during the silent times, as I strongly feel that this would act as a continuous morale booster for both my team and myself.

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Continuous Communications

by eBob In reply to Make managers look you at ...

Keep in "their face".

Develop a nice, clean, brief "newsletter". It could be in the form of an email, Intranet posting, "push"-ed file, posting on the bulletin board, or actual printed and circulated newsletter. During quiet times let everybody know what projects your team are working on. During crisis times, comunicate this, too. And distribute this to youir team and to these managers (and other "customers" of your services).

During the quiet times, invite these "managers" over to review their requirements for the next 3, 6 and 12 months. Offer your group's services relevant to these needs. With this sort of planning, you may even find that the times of crisis become a bit less frequent.

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Offline Communications

by Former MS Supporter In reply to Continuous Communications

The newsletter's a nice idea, as are email tasks/schedules. Another thing I do when I want my managers and supervisors out of my people's 'hair', especially during a crisis, is I pull them off to the side first and privately brief them on what's going on. This way, they're not in the way when the work's getting done, and they're not bothering the staff. After a while of doing this, some of them might learn to leave you alone and accept that you can handle the situation (if their perception is otherwise).

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Status Reports

by wspeaker In reply to Offline Communications

Along with the newsletter idea, I've begun doing clean crisp status reports. I begin with a short one-line summary of travel timelines for team members. Next, I do a similar one-line update on each project with an expected completion date. Followingthat, I include a paragraph summary of each project going into more detail about issues that have come up, explanations for status changes, etc. Finally, I have a set of paragraphs dedicated to forward thinking items for consideration. The list of executives who want to receive this continues to grow each week. In fact, other departments wanting to know what template I use have contacted me. It takes me about an hour and a half to do this, but it also has reduced the "status visits" and corrected any misinformation that might have been floating around. Now, most status visits are to adjust priorities based on business needs. Since we are a global organization, this has given my team the needed exposure. It's similar to a marketing strategy: Don't let them forget about you. Be in front of them frequent enough that when your subject is discussed, so are you. If you're going to do this, you should be sure your team is successful enough to shine. It does add exposure to you and your projects.

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