Some people are born managers, some others acquire that talent over the years and then there are those who have it thrust upon them. But everybody's still gotta manage, play the game with the hand they've been dealt with and not all of them will make good poker players. From my shuffled set of manager cards, let me therefore deal out a card which has been played so often that, it is pointless to attempt a bluff. But first, some setting and scenario - from the receiving end of the card.

Case of the Mondays: Imagine working in a team of ten odd people. For some strange reason your manager seems to insist on the entire team showing up at 9 'O clock sharp, just like factory workers everywhere - except without the benefit of a siren to warn them. Except there are two free-thinking hippies who still show up at work at 11, with bleary eyes as if they've been working all night long - and maybe they have. The first clue that the management (no, it is no longer in singular) is displeased comes from an email, similar to the following with appropriate padding.

From: manager@company
To: team-world-wide@ 
Subject: Punctuality and Official Timings

We as a company ... blah ... blah ... customer ... blah
time is money ... waste no time ... read this long mail 
... with care and precision ... key aspects ... morale
and motivation ... blah blah

Of late, it has been noticed that people ... you know who
you are ... yada yada ... engineers show up late ... as 
late as lunch ... must encourage team work ... on mondays

99 bugs on the product ... Take one for the team ... 
pass it all around ... make sacrifices for the team ... 
ask not what the team can do for you but, ...

So, please ensure sync ... and conf-calls with onsite ... 
by coming in time every day.

Thanking you,
Your Neighbourhood PHB

No Names: A politely worded mail, which in the manager's opinion conveys the essence of his complaint in clarity. But such mails accomplish two things. First it fails to totally point out who's wrong and who's not. This indicates to those in the wrong that the manager is non-confrontational and is more likely to snipe from afar than come out in a melee. And by not naming any names, the manager assumes that the people responsible will know and take action. But by denying personal criticism, they are blocking off the employee's response in advance. There is no way for the employees who have incurred the displeasure to broach this topic and explain in person - without appearing petty. They might have a very good reason for coming in late every day - a conf call at 10 PM every night for instance.

Authority Erosion: Secondly and more importantly, such a public announcement erodes into your authority and trust from the other employees. When they see your orders disobeyed with impunity (yes, when ... not if), you are literally letting your targets eat into your authority, while building their own pseudo-authority as a rebel - especially if they are still good at their job. To give an appropriate analogy, it is indeed hard to keep faith in this world, when certain people aren't instantaneously hit by lightning, even out of stormy skies. In short, it pisses off more people who keep to the lines, when you send such a mail which gets an unconscious "Yeah, but what can you do ?" response.

I call this manoeuvre the Group Therapist, where someone having run out of his power and authority, tries to turn the peer pressure screws and essentially try to shame people into obeying. And sometimes it works, mainly because people are sheep. Nothing bad happens if it works, but as mentioned above, problems get worse if it doesn't work - especially over a prolonged period.

Grapevine: But private direct criticism can still work as a deterrant for others. The office grapevine is strong and long enough to actually leak what was said in that sound proof conference room - and the weird thing about people is that they believe hearsay more than an official memo. Gossip in general giving no advantage to the producer other than the thrill of being "in the know", while official communiques aren't viewed with such pink-tinted glasses - Making the water cooler conversations more effective at communication than any office memo ever sent. Strange, but logical.

If you've read Migration Patterns of Codemonkeys or Performance Inversion, you'd already know that my my bitter well of cynicism holds no answers. But they present some facts, pose a couple of questions and the rest has been left as an exercise to the reader :)

posted at: 06:46 | path: /observations | permalink | Tags: public, observations, philosophy