Let’s (Not) Be Friends: Manager-Team Relations

My new blog post at Steyer.net explores Manager motivations around setting boundaries, focusing on issues for contract workers in technical communications.

A little medieval advice sharing

I believe the issues in this post make sense for other kinds of Manager/Team Member relationships. However, the Steyer.net post offers guidelines for workers. Here are some watch-the-line recommendations for managers:

  • Be aware of cliques in your team.
    Avoid joining or encouraging them.
  • Be 100% inclusive in all social invitations, whether for morale-building exercises or holiday parties.
  • Recognize “over sharing” situations.
    If you’re uncomfortable with what you’re hearing about your team member’s personal crisis, it’s time to draw the line.
  • Know how to handle “over sharing”:
    “I’m sympathetic. But  I’m not comfortable knowing more than I should as your manager.”
  • Don’t play psychologist or doctor.
    Know how to refer outward to HR or Benefits resources.
  • If you have doubts about anything, discuss it with your HR partner:
    — Accommodations that are appropriate to offer.
    — How to change repeated conversation from sympathetic listening to active direction.

Me? I’m retired from management and now only provide direct services or consultation. I’m grateful that I no longer have to shoulder the manager’s burden of both caring for and setting boundaries for people that I manage.

Is it Political or Personal: coping on dysfunctional teams

My “Managing Up” post on Steyer.net is up today.
The focus is on tips for contract technical communications professionals … though I think it applies for any team where you might find yourself working in strange circumstances.

I’m grateful for early review comments from past team members, who reminded me of some of our more unusual experiences, plus great ideas for how to keep your head down and survive.

I think I’ll tag this as “technology strategy” — after all, isn’t coping with organizational insanity part of any thoughtful tech-strategy plan?
Coping with Dysfunction

Why I bullied editors into compromising quality

Reviewer's markup

You might think this post is about you.
It might be.
I have a new “Managing Up” post at http://www.steyer.net on the tradeoffs that managers make:
Understand the Triangle: Cost + Time + Quality

My focus is on issues for contractor writer/editors and technical writing, but the principles apply most everywhere, at least in the tech sector.
Let me know what you think.
(And I apologize if you’re one of the writers or editors that I bullied into making mistakes. You and I know what quality is, and it’s sad that we can’t be paid to pursue our ideals.)

“Your only job is to make me look good”

I’m offering advice from a manager’s viewpoint for contract technical writers, appearing as a guest blogger for Steyer Associates on the last Thursday of every month. This first post ruminates on my novice experience upon hearing “Your only job is to make me look good.” Two truths: (1) a manager really said that; and (2) I was a novice once.

Check it out: “Getting Started: Managing Up” at Steyer.net