A Guide to Success for Technical Managers: Supervising in Research, Development, and Engineering

Table of Contents:
PREFACE xi CHAPTER 1 TIPS ON TRANSITIONS FOR TECHNICAL MANAGERS 1 Transition Situations 1 Manager or Scientist? An Attribute Inventory 6 Manager–Scientist Inventory Score Sheet 10 Interpretation 12 Questions to Ask Yourself 12 Transition Situations—Solutions 13 References 14 Bibliography 14 CHAPTER 2 ADVICE ON CREATING A MOTIVATING CLIMATE 17 Motivation Situation 17 What Motivates You? 18 Why Is Motivation Important? 21 Diagnosing Motivation 22 Applying Theories about Motivation 22 Motivation Situation—Solution 28 References 29 Bibliography 29 CHAPTER 3 HINTS TO INCREASE INTERPERSONAL EFFECTIVENESS 31 Interpersonal Effectiveness—My Story 31 The Myers–Briggs Type Indicator 32 Using Type Effectively 34 Applying Characteristics of Type 39 Role of Emotions and Trust 43 References 46 Bibliography 46 CHAPTER 4 CLUES ABOUT COMMUNICATION PITFALLS AND STRATEGIES 49 Communication Situation 49 Communication Patterns and Factors 50 The AIDR Technique 55 Focusing on Others—A Development Experiment 56 Ask Questions 57 Challenge Assumptions 58 Email 58 Email Guide 59 Applying the MBTI 60 Planning a Personal Communication Strategy 63 Communication Situation—Suggestions 64 References 64 Bibliography 65 CHAPTER 5 SECRETS TO MANAGING PERFORMANCE 67 Performance Situation 67 Setting Expectations and Goals 68 Consider Personal Styles—Both Yours and Your Employee’s 71 Managing Performance 74 Performance Problem Solving 76 Dealing with Performance Issues 76 Managing a Performance Issue 77 Distinguishing between Observations and Conclusions 78 Performance Conversation Checklist 80 Tackling Recurring Problems 81 Performance Issue Linked to Technical Problems 81 Managing Managers 83 Suggested Answers for Distinguishing between Observations and Conclusions 86 References 87 Bibliography 87 CHAPTER 6 INCREASING EFFECTIVENESS THROUGH DELEGATION 89 Delegation Situation 89 Delegation Choices 90 Delegation Benefits 91 Delegation Analysis 93 Delegation Profile 95 Planning for Delegation 96 Styles of Delegation 97 Relation of U/E to Delegation Style 101 Delegation Checklist 102 Delegation Using Type 104 Temperaments 107 Applying New Concepts and Skills 108 Delegation Situation—Solution 109 Delegation Choices—Suggestions 109 References 110 Bibliography 110 CHAPTER 7 POINTS FOR SUCCEEDING AS A COACH 113 Coaching Success 113 Building Connections 114 How Do Star Performers Network? 115 Group Social Networks 115 Challenging the Status Quo 117 Looking Forward 121 Suggestions for Development Activities 122 Coaching Success—Solution 131 References 132 Bibliography 132 CHAPTER 8 TECHNIQUES TO MANAGE GROUPS, TEAMS, AND MEETINGS 135 Facilitation Situation 135 Building Collaboration 136 Role Clarification Activity 137 Goal Clarification Activity 138 Group Operating Principles or Norms 138 Increasing Meeting Effectiveness 139 Individual Autonomy versus Group Interdependence 140 Decision Making 142 Meeting Management Techniques 143 Application: Your Own Meeting 147 Facilitation Situation—Suggestions 149 References 150 Bibliography 151 CHAPTER 9 CLUES TO FOSTER CREATIVITY AND INNOVATION 153 Sam’s Dilemma 153 Social and Educational Input on Creativity 154 Raising the Bar for Creativity and Innovation 155 Definitions: Creativity and Innovation 156 Sam’s Dilemma—Resolved 166 References 167 Bibliography 168 CHAPTER 10 POINTERS ON MANAGING PROJECTS AND DECISIONS 171 Project Support 171 So, What Can You Do? 173 Learn the Basics of Project Management 173 Understand and Take Advantage of Different Approaches to Project Planning 173 Challenge What Does Not Make Sense 175 Consider the Difference between Risk and Uncertainty 175 Look for Ways to Improve Communication in Your Project 176 Avoid Going for the Big Bang—Prioritize and Proceed Incrementally 177 Be Assertive and Work to Kill a Project That Should Die 180 Use Consensus Wisely and Make Timely Decisions 181 Project Support—Suggestions 186 References 187 Bibliography 188 CHAPTER 11 SUGGESTIONS FOR MANAGING UP 191 Managing Up Stories 191 Build Your Relationship 193 Manage Communication 194 Guidelines to Approach Your Boss 197 Guidelines for Receiving Feedback 198 Managing Up Stories—Resolved 201 References 203 Bibliography 204 CHAPTER 12 LET’S USE IT RIGHT: A SUMMARY OF SUGGESTED APPROACHES 205 References 215 FIFTY-TWO-WEEK LEADERSHIP JOURNAL 217 INDEX 315

About the Author :
Elizabeth Treher, PhD, has held technical leader roles in industry, government, and academia and has more than seventy publications and patents, including two books: The Pharmaceutical Business and Strategic Partnering. For the last twenty years, as CEO of The Learning Key, she has consulted with technology-based companies to develop curricula to build managerial and project leadership skills. David Piltz has over fifteen years' experience in training managers and supervisors, both technical and non-technical. David has developed and designed over seventy-five modules on communication, management and supervision, facilitation, and delegation. He has also worked with numerous managers and executives on increasing their supervisory effectiveness. Steven Jacobs is a consultant to biotech and pharmaceutical companies. He trains and coaches international clinical development teams to avoid and mitigate cultural problems and delays due to communication and conflict, and has also helped companies improve clinical supplies team dynamics, process efficiencies, and overall delivery performance. His senior roles have included those of COO and CEO.