Small business light team big project: IT manager's trouble (3): personnel trouble

Incentives and rewards have always been a big issue for team leaders. The IT manager is faced with a group of hard-working programmers. There are countless examples of ridiculing programmers on the Internet, such as the classic "Programmer and Ji Girl".

In the impression of many people, programmers have disheveled hair and lack of sleep due to overtime work, and many people think that programmers represent high IQ. In fact, except that the IQ level of programmers is not particularly different from other types of work, with good planning, programmers can also work regularly. Even, good management can make programmers from "hard" to "cool".

IT managers should approach their development teams with respect and empathy:

1. Tell your programmers: they are doing an important job!
this point is very important. We usually tell programmers that
this project is urgent...
this feature is important...
it must be completed before the deadline...

but few people tell programmers
what this project means to the company...
this customer is important to the company... ...
this part of what he does is the core part of the whole project...

assigning a key task to an employee represents your respect for the employee, which is an unbreakable truth, including the treatment of programmers.
We often mistakenly think that programmers are self-actualizing, that after they complete a piece of code, they are automatically satisfied. In reality it's not enough, they don't just need to finish writing the code, they expect the company to tell them what the code means to the company.

2. Give the right job to the right programmer and tell him: you trust him.
Trust is what everyone needs. Different programmers have different abilities, high and low, as well as differences in the scope of application. Reasonable arrangements for people with different abilities to do suitable work, and definitely tell him that this work is suitable for him, and only he can do the best, such incentives are very effective.
For example, when a programmer independently completed a client project, he was always complained by people from other departments, saying that his work was rough and his attitude was bad. In fact, everyone did not find his important advantages, that is, the work speed is very fast and the work is very dedicated. This programmer always had trouble communicating with others, because he was not skilled in speaking and had a loud voice.
Then he is indeed not suitable for some projects that need to provide results to customers immediately, nor is it suitable for cross-departmental communication. But some internal application tools, short and concise internal projects. After the job adjustment, he communicated with fewer people, but increased work output. Colleagues in other departments benefited from his work, and many people praised him.
3. When working, don't always go behind the programmer.
If you must make a schedule and plan, don't habitually go behind and interfere with your programmer. While there are times when you're well-meaning, walking behind may just say, "Hey, it's a nice day." But it's really a distraction.
If you have something to say, say it at the planning meeting, say at the summary meeting, even if you talk about private life at the meeting to liven up the atmosphere, it is not bad.
In short, don't bother a busy programmer just to show your charisma or your power.


4. Summarize the results often and say thank you often
In the regular meeting or summary meeting, in addition to supervising the promotion, it is necessary to spend more time summarizing the results, and say "thank you" to the people or things that performed well during this time.
The vast majority of employees want to see their efforts bring about change. Programmers also want to see their code turn into real benefits or effects, even though the programmers are often invisible after the software works normally.

IT managers need to understand this psychology and be good at spotting the bright spots in mundane code:
I see this feature using the latest technology, which is great...
The general manager checked the progress and was very satisfied with xxx's work...
Our customers saw the demo version and praised the company...
The salesperson used the improved version and the performance increased by 10%...

5. Give appropriate remuneration and orders A comfortable working environment for people The issue of
compensation is related to the company and the market, and is often not something that IT managers can decide. But a comfortable working environment is something that IT managers can help to create, such as appropriate flexible working hours, humanization in terms of leave, computer configuration, appropriate outdoor group activities and so on.
If the IT manager pays attention to the above 5 questions, you will find that the morale of the programmers will be improved to varying degrees. That way, your work will be much easier to do.
Managers pay attention to the above 5 questions, you will find that programmers will get different degrees of improvement in morale. That way, your work will be much easier to do.