Date post: | 08-Aug-2015 |
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Technology |
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Rob Arnold
• Human for 47 years• Musician for 39 years• IT guy for 19 years• Security guy for 17 years• Manager for 8 years
When Worlds Collide
• Security managers are usually senior security practitioners first
• Managing (developing and retaining) technical experts is hard, even for a manager who is one of them
• Receiving management support mentorship and training is the exception, not the rule
• Best techs may not make the best managers
Demand > Supply
• Understand the market– http://www.bls.gov/ooh/computer-and-informati
on-technology/information-security-analysts.htm
– http://www.bls.gov/oes/CURRENT/oes151122.htm
Area: Kansas City, MO-KSEmployment:
720Location Quotient: 1.24Employment per 1,000: 0.73Annual mean wage: $79,550
Maintain inbox zero
• The four-D system– Delegate– Defer– Do– Delete
• Only touch a piece of mail (or paper) once• Use rules, conditional formatting, and other
mail client features to impose order
Manage your now
• Planning at the 1-day time scale– Schedule your day, once a day–Weekly wrap-up of deferred work
• Strategic deferral of work• Quick win: turn off notifications of new email
Track your success
• Support your team by reviewing their individual accomplishments
• Yes, this is resume building• Every quarter, review this list with each of your
team
The first: Identification
• Actively seek inside jokes, code names, restrictive vocabulary
• Find a common adversary• Not: tshirts, uniforms, pieces of flair• Focus on characteristics you share• Manage how your team is perceived
The second: Interdependence
• Change the emphasis from “we’ll fail unless we pull together” to “cooperation is the best success strategy”
• Let cooperation be the proxy for interdependence
• Look out for undermining team members• Look out for “groupthink”• Make your team exclusive--“select” rather than
“assign”
Open your mouth
• Make it as close as possible to the result• Tell other people about your team’s successes• Make it in front of the team if at all possible• Your team hears your praise long after you give
it
Set the tone
• Don’t let the praise get diluted by a background level of indifference (or worse)
• Talk to your team, and listen.• Quick win: Make a list–Mark a + by the people you greet regularly–Mark a 0 by the people you greet occasionally–Mark a – by the people you greet rarely
Enrich their jobs
• This is not “more work to do”• Think vertical, not horizontal• Look for opportunities to engage with your
organization’s senior leaders• This is an effective way to challenge and
reward high performers• Increases a sense of mastery
Stand up your meeting
• Quick win: Daily stand up meetings• Rules of engagement:–Mandatory– Standing– Only discuss today’s work plan
• Benefits: – Visibility, accountability, reduced duplication of
effort
Marketing is not a department
• Marketing is:– Every time your staff answers the phone– Every email sent from your team– Every invoice you send– Every deliverable you generate for a customer
• The sum total of all the things your team does
Cultivate organizational clarity
• A healthy organization knows:–Why the organization exists–What values are fundamental–What business it is in–Who its competition is– How it is unique–What it plans to achieve–Who is responsible for what
Death by Meeting: A Leadership Fable...About Solving the Most Painful Problem in Business, Patrick Lencioni
First, Break All the Rules: What the World's Greatest Managers Do Differently, Marcus Buckingham and Curt W Coffman
• HBR Management tip of the day: @ManagementTiphttp://hbr.org/tip
• Ask A Manager: @AskAManagerhttp://www.askamanager.org/