Winning the Tug of War: the Challenges of Leading Technical Professionals

Like in a game of tug-of-war, success in the world of leading technical professionals requires strategy, not just trying harder. Instead of strategizing when to dig in heels or let go of the rope, today's leaders need to choose where to spend their time and how to best guide and motivate each member of their team.

Our recent survey of nearly 900 leaders of technical professionals in North America, Europe, and Asia-Pacific uncovered a very real "competing priorities" tug-of-war. The top 5 challenges identified illustrate that these leaders are under pressure to manage their own projects and development while guiding their team's projects and development… all within the context of having to get more work done with fewer resources.

Top 5 Challenges

1. Delivering on projects with fewer resources
2. Balancing their team's coaching needs with their own project responsibilities
3. Keeping up-to-date on industry advances
4. Developing the skills of the technical professionals they lead
5. Developing themselves personally and professionally.

The recommendations that follow reflect our research and the conversations that we had with several leaders of IT professionals about their strategies for success.

Guide, Don't Direct

How do technical leaders achieve results efficiently despite the increasing workload? Some have changed the way they operate. "I used to be a lot more closed-minded about how problems should be solved, but I have seen my direct reports get excited about their work (and do more of it) when they come up with their own solutions," says Gary Hasty, a Systems Manager at Bell South.

Hasty also sets milestones that are reachable, and he communicates the benefits to the organization for meeting them because he knows that technical professionals are sometimes reluctant to commit to "mandated" goals.

Motivate and Reward

Ron Batra, Senior IT Manager at National Instruments, recognized that the work often comes in cycles. His advice: Know when it is important for your team to "dig in and tug." "I give a lot of flex time," says Batra. "When my team works 60- to 70-hour weeks, I don't micro-manage if they take time off during downtime. They know I trust them, and that motivates them to do a great job when the going gets tough."

Development is another effective motivator. "My team gets motivation from technology," says Batra. "So I get people certified in the latest technologies and then give them opportunities to practice and apply the techniques. That gets them excited."

Scott Ambler, Software Process Improvement Leader at Ambysoft, agrees that technical professionals are motivated by high-achievement needs. "Techies are motivated by the opportunities to learn and do things that they are proud of. If they can say, 'I built that,' it's a major motivator."

Delegate More

All the leaders we spoke with agree that delegation is a critical success factor in managing increasing workloads and competing priorities. It frees up their time for completing their own projects plus reading up on new technologies, networking, accepting engaging projects, and attending conferences to keep current.

"We are doing a lot more hand-picking of specific team members to delegate work to – in particular those who want to manage," says Hasty. "I sometimes delegate whole projects for them to manage, and trust they can handle it. Most geeks want the specs under the door, and they'll give me a CD when the project is finished."

Having people with different sets of skills work together not only increases productivity but it also helps to develop team members. Ambler explains, "I've teamed a young developer who spends a lot of time researching new technology with a more seasoned developer who spends less time getting current, but who has a lot more experience in the industry."

Encourage Risk-taking

For delegation to work, technical leaders need to help their teams take risks, positioning themselves to support team members if their grip starts to slip. This idea is uncomfortable for some, but the leaders we spoke with emphasize it is an essential factor in high-performing teams.

Hasty explains, "I always remind my team that I'll be there if they hit bumps in the road. And when my direct reports come to me after they make a mistake the first time, they know I won't be punitive as long as they learn from their mistake. They know I'll take the hit from upper management, and that builds trust."

Ambler concurs with the safety-net approach: "When I do provide direction, I then get out of the way, get resources, and resolve problems if they occur."

For Leaders, It's Not Just About Winning Their Personal Tug-of-War

The techniques described by the leaders we interviewed are more than individual leadership survival strategies. When leaders delegate, they provide technical professionals with the autonomy and challenging work that they crave. When they pull back from micro-managing and encourage risk-taking, leaders develop the technical and leadership skills of their teams. When they guide instead of direct, they align and unleash the unique skills and bright minds of their teams to find new solutions and stay engaged.

All of these strategies help build a workplace environment in which technical professionals can thrive. The outcome: Increased organizational performance and improved retention of the valuable, highly skilled workforce on which the organization depends.

For more information on how BlessingWhite can help your leaders lead winning teams of technical professionals, call 1.800.222.1349.

BlessingWhite eNews
Volume 6 Issue 2
May 2006