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From Developer to Manager

From Developer to Manager

Yesterday you were responsible for managing the bits and bytes of your life that constitute the code you created. Today you are responsible for a group of people’s well-being, their career growth and yes, their code.

That’s right, you have ascended to the level of leadership where it’s more than jumping in to save the project and lead the team through the late night battles, more than volunteering for the really tough project and what’s more you cannot go into the cave when something needs to get done by you, the one-person tiger team.

Today, you are the face that your team will look to for guidance, leadership and tutelage.

Do your shoulders feel a little heavy right now? Did you think it was going to be an all “let’s keep writing code as a team” and “if we keep our collective heads down we’ll all be happy” type of thing? What about when people start to irritate one another? Were you hoping to slide between them to get to the espresso machine?

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Getting started as a new Development Manager is a daunting task – yes, it IS a daunting task not CAN BE – it takes a lot of work to do it right and do it well. I remember my first day, after it was announced I was a newly minted manager of a new team. A slew of emails flew into my inbox from HR – objective reviews, manager meetings, training requests, etc, etc – and I was dying for guidance on what to do next, how to get started, where to start!

My Director sent me a great email, which sadly I’ve lost, but hopefully the spirit remains true here with some added thoughts of my own.But make no mistake, the position might be Manager, but the path is Leadership. If you want to be great, be a leader, if you want to be good, be a manager.

It’s about the People

If you think your new role is about shipping code, then you are sorely mistaken – that is for the Team Lead. The Manager is focussed on the people more than the code – the people are who think of, create, imagine and deliver the code – without the people, you have no code, no product. You need to focus on building a great team because a great team is what begets a great product. Was your team handed to you? No picksies?

No problem, now it’s time to figure out who does what, how, what they are good at, where they need help and how you can help them. I have sat down with many people over the years and every interaction is always different, and always has to be. A great way to interact with your team is via monthly one-on-one’s. It doesn’t have to be formal, they work better if they are not. The value is you give each person time to sit down with you, they pick your brain, you pick theirs, you adjust your plans, rinse and repeat.

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Your Team is not a Factory

It is very easy to fall into the trap of thinking that you are now running a production factory focussed on the delivery of goods and services to the world. Yes you write code, yes you deliver software (or perhaps some other good) but how you deliver this is just as important. The greatest part about being a developer is the creativity to imagine new approaches to the resolution of problems.

If you take over all the fun design stuff or give it to someone else to do, you are taking that element of fun away from your team. Every job has an element of fun to it and in software this is the greatest part – coming up with new ideas, leveraging new frameworks, trying out new ideas.

As their leader, you should be very concerned when you see the number of new ideas from your team dropping because it means they aren’t engaged, don’t feel empowered and even worse are simply going through the motions to get their work done. Don’t turn your team into a factory, focussed on producing code by certain dates, turn them into a team that churns out great ideas month over month. Those ideas will win every day.

Be Open

It is okay to not know everything. Newsflash – you don’t, I don’t – we only know what we can know. You don’t have to be the perfect leader for your team, whether you’ve been on the job for a few days or few years, there is no threshold for perfection. Be honest with your team on what you know, where things are at, what is next, what you are unsure of, where you need some help and clarification on.

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These are all great ways to show your humanity to your team. Sometimes you can’t tell them everything, sometimes you can only tell some people bits and pieces, but be open and honest on what you can share. The most rewarding response from a team is when you are open and they rally beside you to help you through it.

Help them Leap

So now you’ve met everyone, found out their likes and dislikes, what works, what doesn’t, where they want to go and don’t – now you need to think of how to grow them. Think of your team as plants and you want to grow them into trees. How do you do that? You listen to what they want to do, where they want to go, you look at where the company is and where it wants to go and you help them build those career paths.

“Waiting for someone to die” to take their position is not a career path, that is a career line, where they have abdicated themselves to waiting behind you (or someone else) to wait for their career to happen. There is always a path, there is always a direction, but not everyone can see it – and that is where your job is so critical.

Trust

This seems obvious right? Trust your team to do the right thing. Make the right call. Step up to the plate when you are not there. My biggest “tip of the hat” has always come when I’ve taken sick for a big meeting, presentation, deployment, etc only to come in the next day and see it went off without a hitch. Where I thought I was a linchpin, I wasn’t.

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The team realized the importance of what needed to be done (because I was open), they might not have known what was to be done today but they came up with some ideas to make it happen (because they are not a factory), they weren’t afraid to jump in and try something new (because they know how to leap) and they knew they could handle this (because we discuss more than their work) and THEY MADE IT HAPPEN.

Trust does not happen over night, it evolves, it grows, to get there you need to focus on honing your skills on the above traits to make it happen, each day, with each person, fostering that consistent message so you can get there.

A Culture Aside

You want to have a great culture like Hubspot or Valve or some other culture child of the day? Fantastic. Was that built overnight? No. Culture is not a transplant process, just as you cannot transplant someone’s soul into another person’s body. You can transplant parts and pieces but not the raison d’etre. It’s an evolutionary process, a growth that happens over time driven by your commitment to the above tenants.

You cannot create passion when it is not there, it is either there or it is not, some people fall into the wrong jobs by accident and it’s up to you to make sure they wake up wanting to get up and put both feet forward to help your team reach their goals.

Remember the individuals, nurture the team, be open, help them leap and build trust. If you can do those 5 things, day after day after day than you will do more than become a manager, you’ll become a leader.

Featured photo credit: Matt Jones – Magdeleine via magdeleine.co

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Greg Thomas

Software Architect

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Last Updated on January 6, 2021

14 Ideas on How to Measure Productivity to Make Progress

14 Ideas on How to Measure Productivity to Make Progress

Everyone has heard the term productivity, and people talk about it in terms of how high it is and how to improve it. But fewer know how to measure productivity, or even what exactly we are talking about when using the term “productivity.”

In its simplest form, the productivity formula looks like this: Output ÷ Input = Productivity.

For example, you have two salespeople each making 10 calls to customers per week. The first one averages 2 sales per week and the second one averages 3 sales per week. By plugging in the numbers we get the following productivity levels for each sales person.

For salesperson one, the output is 2 sales and the input is 10 sales: 2 ÷ 10 = .2 or 20% productivity. For salesperson two, the output is 3 sales and the input is 10 sales: 3 ÷ 10 = .3 or 30% productivity.

Knowing how to measure and interpret productivity is an invaluable asset for any manager or business owner in today’s world. As an example, in the above scenario, salesperson #1 is clearly not doing as well as salesperson #2.

Knowing this information we can now better determine what course of action to take with salesperson #1.

Some possible outcomes might be to require more in-house training for that salesperson, or to have them accompany the more productive salesperson to learn a better technique. It might be that salesperson #1 just isn’t suited for sales and would do a better job in a different position.

How to Measure Productivity With Management Techniques

Knowing how to measure productivity allows you to fine tune your business by minimizing costs and maximizing profits:

1. Identify Long and Short-Term Goals

Having a good understanding of what you (or your company’s) goals are is key to measuring productivity.

For example, if your company’s goal is to maximize market share, you’ll want to measure your team’s productivity by their ability to acquire new customers, not necessarily on actual sales made.

2. Break Down Goals Into Smaller Weekly Objectives

Your long-term goal might be to get 1,000 new customers in a year. That’s going to be 20 new customers per week. If you have 5 people on your team, then each one needs to bring in 4 new customers per week.

Now that you’ve broken it down, you can track each person’s productivity week-by-week just by plugging in the numbers:

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Productivity = number of new customers ÷ number of sales calls made

3. Create a System

Have you ever noticed that whenever you walk into a McDonald’s, the French fry machine is always to your left? 

This is because McDonald’s created a system. They have determined that the most efficient way to set up a kitchen is to always have the French fry machine on the left when you walk in.

You can do the same thing and just adapt it to your business.

Let’s say that you know that your most productive salespeople are making the most sales between the hours of 3 and 7 pm. If the other salespeople are working from 9 am to 4 pm, you can potentially increase productivity through something as simple as adjusting the workday.

Knowing how to measure productivity allows you to set up, monitor, and fine tune systems to maximize output.

4. Evaluate, Evaluate, Evaluate!

We’ve already touched on using these productivity numbers to evaluate and monitor your employees, but don’t forget to evaluate yourself using these same measurements.

If you have set up a system to track and measure employees’ performance, but you’re still not meeting goals, it may be time to look at your management style. After all, your management is a big part of the input side of our equation.

Are you more of a carrot or a stick type of manager? Maybe you can try being more of the opposite type to see if that changes productivity. Are you managing your employees as a group? Perhaps taking a more one-on-one approach would be a better way to utilize each individual’s strengths and weaknesses.

Just remember that you and your management style contribute directly to your employees’ productivity.

5. Use a Ratings Scale

Having clear and concise objectives for individual employees is a crucial part of any attempt to increase workplace productivity. Once you have set the goals or objectives, it’s important that your employees are given regular feedback regarding their progress.

Using a ratings scale is a good way to provide a standardized visual representation of progress. Using a scale of 1-5 or 1-10 is a good way to give clear and concise feedback on an individual basis.

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It’s also a good way to track long-term progress and growth in areas that need improvement.

6. Hire “Mystery Shoppers”

This is especially helpful in retail operations where customer service is critical. A mystery shopper can give feedback based on what a typical customer is likely to experience.

You can hire your own shopper, or there are firms that will provide them for you. No matter which route you choose, it’s important that the mystery shoppers have a standardized checklist for their evaluation.

You can request evaluations for your employees friendliness, how long it took to greet the shopper, employees’ knowledge of the products or services, and just about anything else that’s important to a retail operation.

7. Offer Feedback Forms

Using a feedback form is a great way to get direct input from existing customers. There are just a couple of things to keep in mind when using feedback forms.

First, keep the form short, 2-3 questions max with a space for any additional comments. Asking people to fill out a long form with lots of questions will significantly reduce the amount of information you receive.

Secondly, be aware that customers are much more likely to submit feedback forms when they are unhappy or have a complaint than when they are satisfied.

You can offset this tendency by asking everyone to take the survey at the end of their interaction. This will increase compliance and give you a broader range of customer experiences, which will help as you’re learning how to measure productivity.

8. Track Cost Effectiveness

This is a great metric to have, especially if your employees have some discretion over their budgets. You can track how much each person spends and how they spend it against their productivity.

Again, this one is easy to plug into the equation: Productivity = amount of money brought in ÷ amount of money spent.

Having this information is very useful in forecasting expenses and estimating budgets.

9. Use Self-Evaluations

Asking your staff to do self evaluations can be a win-win for everyone. Studies have shown that when employees feel that they are involved and their input is taken seriously, morale improves. And as we all know, high employee morale translates into higher productivity.

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Using self-evaluations is also a good way to make sure that the employees and employers goals are in alignment.

10. Monitor Time Management

This is the number one killer of productivity in the workplace. Time spent browsing the internet, playing games, checking email, and making personal calls all contribute to lower productivity[1].

Time Management Tips to Improve Productivity

    The trick is to limit these activities without becoming overbearing and affecting morale. Studies have shown that most people will adhere to rules that they feel are fair and applied to everyone equally.

    While ideally, we may think that none of these activities should be done on company time, employees will almost certainly have a different opinion. From a productivity standpoint, it is best to have policies and rules that are seen as fair to both sides as you’re learning how to measure productivity.

    11. Analyze New Customer Acquisition

    We’ve all heard the phrase that “It’s more expensive to get a new customer than it is to keep an existing one.” And while that is very true, in order for your business to keep growing, you will need to continually add new customers.

    Knowing how to measure productivity via new customer acquisition will make sure that your marketing dollars are being spent in the most efficient way possible. This is another metric that’s easy to plug into the formula: Productivity = number of new customers ÷ amount of money spent to acquire those customers.

    For example, if you run any kind of advertising campaign, you can compare results and base your future spending accordingly.

    Let’s say that your total advertising budget is $3,000. You put $2,000 into television ads, $700 into radio ads, and $300 into print ads. When you track the results, you find that your television ad produced 50 new customers, your radio ad produced 15 new customers, and your print ad produced 9 new customers.

    Let’s plug those numbers into our equation. Television produced 50 new customers at a cost of $2,000 (50 ÷ 2000 = .025, or a productivity rate of 2.5%). The radio ads produced 15 new customers and cost $700 (15 ÷ 700 = .022, or a 2.2% productivity rate). Print ads brought in 9 new customers and cost $300 (9 ÷ 300 = .03, or a 3% return on productivity).

    From this analysis, it is clear that you would be getting the biggest bang for your advertising dollar using print ads.

    12. Utilize Peer Feedback

    This is especially useful when people who work in teams or groups. While self-assessments can be very useful, the average person is notoriously bad at assessing their own abilities.

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    Just ask a room full of people how many consider themselves to be an above average driver and you’ll see 70% of the hands go up[2]! Now we clearly know that in reality about 25% of drivers are below average, 25% are above average, and 50% are average.

    Are all these people lying? No, they just don’t have an accurate assessment of their own abilities.

    It’s the same in the workplace. Using peer feedback will often provide a more accurate assessment of a person’s ability than a self-assessment would.

    13. Encourage Innovation and Don’t Penalize Failure

    When it comes to productivity, encouraging employee input and adopting their ideas can be a great way to boost productivity. Just make sure that any changes you adopt translate into higher productivity.

    Let’s say that someone comes to you requesting an entertainment budget so that they can take potential customers golfing or out to dinner. By utilizing simple productivity metrics, you can easily produce a cost benefit analysis and either expand the program to the rest of the sales team, or terminate it completely.

    Either way, you have gained valuable knowledge and boosted morale by including employees in the decision-making process.

    14. Use an External Evaluator

    Using an external evaluator is the pinnacle of objective evaluations. Firms that provide professional evaluations use highly trained personnel that even specialize in specific industries.

    They will design a complete analysis of your business’ productivity level. In their final report, they will offer suggestions and recommendations on how to improve productivity.

    While the benefits of a professional evaluation are many, their costs make them prohibitive for most businesses.

    Final Thoughts

    These are just a few of the things you can do when learning how to measure productivity. Some may work for your particular situation, and some may not.

    The most important thing to remember when deciding how to track productivity is to choose a method consistent with your goals. Once you’ve decided on that, it’s just a matter of continuously monitoring your progress, making minor adjustments, and analyzing the results of those adjustments.

    The business world is changing fast, and having the right tools to track and monitor your productivity can give you the edge over your competition.

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    Featured photo credit: William Iven via unsplash.com

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