anaging Techies

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There are two reasons why valued technical personnel will leave a job: (1) they do not like the way they are being managed, and (2) the work is no longer challenging.  This workshop attacks the first. This program shows managers of technical people what they can do to increase the job satisfaction, retention  and productivity of their staff.  The program  addresses the eight major causes of job dissatisfaction which impact technical people and teaches managers how to avoid creating situations that cause these employees to become demotivated, marginally productive (burned-out) and candidates for jobs at other companies.   Insuring a technical person’s satisfaction requires leadership that allows people a good deal of freedom and plenty of opportunity to be responsible for their own performance.  Such a strategy makes management an orchestration process rather than one of control.  For the strategy to work, the technical person needs  precise goals and clear expectations; the manager needs to trust more and manage less. If the organization is dependent upon its technical personnel for innovation, those who manage this group should know which specific environmental conditions nurture inspiration and which ones undermine the creativity.  Some of these conditions are endemic to the job and are impossible to eliminate.  The aware manager can, however, find ways to minimize their impact.

Time Frame - Two Days Audience - Those Who Manage Technical Personnel

 
 

Results Achieved

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• better insight into one's personal impact on employee performance
• happier, more productive technical staff
• reduce chances of unintentionally de-motivating valuable staff
• more effective management of creative, technical staff people
• improved environmental conditions for the nurturing of innovation
• new, more effective methods for evaluating non-comparable performance
• increased knowledge regarding burnout and its prevention and/or cure

Skills Acquired

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    As a result of attending this workshop, participants will be able to:

individually provide the level of leadership guidance needed by each technical person give negative feedback without utilizing criticism furnish each technical staff member with appropriate feedback and coaching sessions encourage technical employees to evaluate themselves augment the motivational drive of technical people  establish a process for making expectations meticulously clear  identify and develop the elements that create a self-motivating climate

recognize and utilize the eighteen factors that contribute to motivation discern and avoid or limit the impact of the eight factors that kill motivation recognize the difference between intrinsic and extrinsic motivation  understand how  extrinsic motivation undermines intrinsic motivation utilize five key components of a manager's role that will encourage creativity apply two different methods for evaluating diverse or unconventional work results implement six techniques that protect people from technical obsolence and/or burnout

 
 

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