Criticism is feedback in disguise.

After a day out of the office this week I returned to my in-box to find a cryptic message from a team member at one of the remote offices. It was a request to get in touch which signed off with the ominous phrase "it's nothing serious". A phrase which immediately implies that it probably is something that one should be concerned about.

Without any real clue as to what I should expect I dialed the individuals mobile. In essence it was an employee in an office I had visited that week providing some interesting feedback. He wanted to inform me that the discussion at their daily meetings had touched on the fact that I was conspicuous by my absence from their regular scrums. It is fair to say that I don't directly manage the team or the project that is the current source of concern; but I do have a vested interest in the delivery of the project and the overall team performance.

I struggle to cover the miles to be in each office as much as I possibly should and part of the criticism was that when I am in the office I don't get close to the detail. I say the criticism as it felt that way. My instinctive reaction was "does he know how busy I am, I can't be baby sitting developers all the time". But I didn't express my thoughts and kept listening and accepted the feedback in good spirit as it was clear that it was intended that way. I thanked them for taking the time out to let me have the feedback and said that I would see what I could do to sort the situation out. I think that made a positive contribution to my image by not reacting negatively or defensively despite the internal reaction.

I discussed with the team leader in the location and I have built up a picture of the situation and consequently I will be back on site next week. But it has highlighted to me the need for honest feedback and the clear benefit of this kind of unbidden commentary as well as not reacting emotionally but listening and taking the criticism as honestly offered feedback.

Don't forget number one; career developmemt is important for all.

Succession planning has been a common theme in recent times and has given me the chance to seriously consider developing the team. Indeed this year has given ample opportunity to coach and improve those that work for me. But what about my personal development. I started 2010 with a clear view that it would be a challenging year; a sharp increase in the scale of responsibility including a broad geographical split and new born twins. All in all a lot to contend with.

But I am starting to get on top of things now. The last nine months have given me the chance to grow into the role and whilst it will be a long way before I am proficient, I am getting there. So now I need to consider what next. In order to keep growing and to improve the management capability further I need not only the short term goals that have underpinned the year so far, I now need a more strategic set of aspirations.

So this weeks short post is a placemarker to say that the weekly reflections are great; but it is now time for a deeper dive. Lets start to try and map out the next three years rather than the next three months.

Leading From the Front.

Yesterday I was fortunate enough to be invited to the firms inaugural Leadership Conference. A well organised affair where all mangers within the company were brought together for series of presentations on Leadership. Each session was presented by senior leaders within the organisation and they were all intended to encourage the man managers within the organisation to consider certain themes in their day to day leadership activities.

I have been on a number of leadership and management courses and there was nothing especially revolutionary in the underlying messages. For me the resonant theme was all about aspiring to personal levels of over achievement that would serve as an example to ones subordinates. It is a very simple principle but exceedingly powerful. The key concept was that a team member is unlikely to try and outperform if he doesn't see the same desire to over achieve in his boss.

Another statement which really worked for me came from the MD of one of the business units. He outlined a number of qualities that he associated with strong leadership and chief amongst them a quoted 'a positive attitude'. This made me consider a previous reflection about demonstrating confidence to those around you to build their confidence. I think this reflection on positivity falls into the same category.

Keen as I am to extract tangible actions or achievable behavioural changes from a learning experience I am moved to consider my demeanour. I think the key is to develop an internal level of positivity that can shine out. The superficial 'have a nice day' smile will not suffice this is all about an outward reflection of inner strength and positivity that truly leads as an example to others. To make this happen I have resurrected the personal mission statement and I intend to read it at least once a day. Time to lead from the front with a smile on my face.

The Three Cs of Software Development; Communication, communication and communication!

The projects I tend to come into contact with very often span development teams. In particular two very specific teams located in the same building one floor apart. These teams are both led by technically capable young managers who have been promoted from within the teams. One of these managers reports to me and one does not. Given the proximity, the similarity and the situation you would think these teams would work well together but very often they do not.
I am not sure whether there is genuine tension, but given the need for them to work in harmony and the plentiful examples of them not; I can only conclude that there is an issue. Having spent some time considering the reasons and circumstances that have surrounded some of the conflicts it soon became clear that the difficulties were never present face to face. From this I have concluded that the difficulties revolve around the communication between the two. The more I reflect on the power of communication the more it occurs to me that it is the first weapon deployed in the manager's armoury when an issue surfaces. Very often the cry goes up 'let's get everyone on a call'. So opinions are expressed, circumstances exchanged, options considered and above all, I believe, empathy enhanced. Very often conflicts arise when we don't understand another person's perspective and whilst talking about things doesn't guarantee that alternative view point is understood, it rarely does any harm.
This leads me to conclude that communication is essential. Whether the news is positive or negative if we take the opportunity to express our views and understanding we open up the door to empathic connection. So from now in I will take every chance to engage in meaningful communication whilst facilitating and encouraging it in others.