Young worker at the Chicago & Northwestern Railroad 40th street shops, 1942.

Engineer-speak vs. Marketing-speak: Talking to engineers successfully

Forrest ChristianChange, Managing, Reviews - Books 1 Comment

I’ve been reading the fascinating You’re In Charge — Now What?: The 8 point plan by Thomas J. Neff and James M. Citrin. It’s mostly about how incoming CEOs can handle the first 100 days. What got me hooked is that the process they describe in their first chapter is pretty much the one that I’m writing up about Jos Wintermans at Canadian Tire and Acceptance, Ltd. If you are starting a new managerial job, above Level 3 especially, I’d recommend taking a look at their points. They fluff some elements that require more rigorous thinking, but it is correct in its essentials.

The passage that struck me today is a short one about how a marketing guy, Jeff Killeen, handled the culture shock of starting as CEO at GlobalSpec. GlobalSpec is an engineering-focused company, and here he talks about the struggles he had both in developing a relationship with technical genius & founder, John Schneiter, and the engineers of the company. If you work with engineers or developers, this is relevant.

Unclassified top secret document

Why You Can Tell Your Big Secret To Success (they won’t do it)

Forrest ChristianManaging, Underachievers Leave a Comment

A few years back, I took on my first ISO 9001 project. An IT outsourcing company, then still in North America, wanted to certify the Desktop Support groups at each outsource contract in the world. You can apparently just do one site and certify the operations everywhere. Upper management gave them 90 days to complete the project. Just one quarter. …

Yardmaster in railroad yards working, Amarillo, TX, 1943. By Jack Delano via Library of Congress Collection (LOC)

Why Managers Should Not Write Technical Job Postings

Forrest ChristianComputers/IT, Managing Leave a Comment

A friend of mine encouraged me to tell this story which I watched unfold first hand while a software development manager for a mid-sized consulting firm. One of my best developers — a software architect, really — started laughing in the middle of the day. We all needed something to release the strain of our bi-weekly drop work, so all …

Adam names the animals

Name It to Change It, Because You Can’t Change What You Can’t Talk About

Forrest ChristianManaging, Warren Kinston 1 Comment

If you want to succeed at a creative project — and all change projects are — you will need to be particular about naming. As Dr. Warren Kinston has shown in his (please oh please soon) to be published framework on Creative Team Endeavors, naming is key. Wilfred Brown and Elliott Jaques emphasized in their works about Glacier Metal Company. Management is full of bad, fuzzy terms. Real science knows that you have to get particular in order to get something controlled.

It was a ironical email from Warren that got me thinking about this again. He was looking for some copyediting of some of his documents. One of the replies was fascinating:

Full Employee Participation in Policy-Making Through Representative Council (workplace democracy)

Forrest Christianelliott jaques, Governance, Managing, Wilfred Brown Leave a Comment

Wilfred Brown, the Managing Director and Chairman of Glacier Metal Company during Elliott Jaques’s work there, continued to believe that all employees had interest in changes to POLICY. He delimited that against the rights of managers to do their jobs within policy. What was policy was defined within the works council. Elliott Jaques abandoned this later in favor of trusting managers to represent their subordinates, in direct contradiction to his supposed value of creating systems rather than trusting people to be “good” as managers. Here’s why Brown was right and Jaques was not.