Management in India: Grow from an Accidental to a successful manager in the IT & knowledge industry. A real-world, practical book for a professional in his journey to becoming a successful manager in India with this book and

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• Management in India: Grow from an Accidental to a Successful Manager in the IT & Knowledge Industry
  • Table of Contents
  • Management in India: Grow from an Accidental to a Successful Manager in the IT & Knowledge Industry
  • Credits
  • Foreword
  • About the Author
  • Acknowledgement
  • About the Reviewers
  • www.PacktPub.com
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      • Why Subscribe?
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  • Preface
    • What this book covers
    • Who this book is for
    • Conventions
    • Reader feedback
    • Customer support
      • Errata
      • Piracy
      • Questions
  • 1. Whose Side Are You On?
    • What is a manager supposed to manage?
      • How hard can a managers job be?
        • What do you do?
        • Whose side are you on?
      • Mintzberg 10 roles of a manager
        • Interpersonal roles
          • The figurehead
          • Leader
          • Liaison
        • Information processing roles
          • Monitor
          • Disseminator
          • Spokesperson
        • Decision-making roles
          • Entrepreneur
          • Disturbance handler
          • Resource allocator
            • Re-plan
          • Negotiator
        • Summarizing the role-play
    • The mai-baap manager
    • Visualizing the managerial model
      • The conduit
      • The hierarchy or leader of the pack
      • The orchestra conductor visual
    • Some questions answered
    • Summary
    • References
  • 2. Transition: From Individual Contributor to a Manager
    • Watch out for
    • Time
      • Your work plus more
      • Less definition
      • Multiple roles
      • Indirect tax
      • Scope of work
      • Commitments
      • Information sharing
      • Not giving up control
      • Enforcing your will
      • Defensive approach being afraid to goof up
        • Overcoaching
    • Frustrations of being a new manager
      • Teaching a man how to fish
      • A slow world around you
      • I don't get enough information
      • I can't get no satisfaction
      • I'm running all the time
    • Making it easier
      • Relax a little
      • Understanding the information needs of your organization
      • Know your success measures
      • Learn to say NO
      • Get organized
        • Track the time spent
        • Start using a calendar
        • Distinguish between urgent and important
        • Plan your day every morning
      • Find someone to talk to
      • Sign up for formal training and education
    • Summary
    • References
  • 3. Basic Skills, Traits, and Competencies of a Manager
    • Skills, traits, talents, and competencies
      • Skills
      • Traits
      • Talents
      • Competencies
    • Top skills, traits, and competencies expected of a manager
      • Love of working with people
        • Myth: nice manager
      • Easy to approach
        • Myth: I'm easy to approach, I have an open door policy
      • Farmer mentality: sow, nurture, grow, reap
        • Myth: fast moving managers in a tearing hurry
      • Core values: honesty, integrity, truthfulness, trustworthiness, consideration for others, and more
        • Not a myth: corporate greed
      • Tolerance for ambiguity and patience
      • Good communication skills especially listening
        • Myth: quiet people can't be managers
      • Team building hiring, retaining, developing good people, and nurturing team spirit
      • Performance management
        • Myth: maximum output
      • Problem solving
        • Myth: every problem is my problem to solve
      • Always an eye on the ball results orientation
      • Decision-making
        • Myth: well-informed decisions
      • Project management and execution delivery
        • Myth about flawless execution
      • Grip on technical knowledge/domain
      • Think customer customer orientation
    • Emotional intelligence
      • Personal competence
      • Social competence how we handle relationships
    • Summary
    • References
  • 4. Teamwork and Team Building
    • Why do we need teams?
    • Different types of teams
    • How to build a team
      • Explain the big picture, purpose, and fitment of the team in the larger universe
        • The tough part
      • Defining the composition of the team
        • The tough part
      • Define playing positions
        • The tough part
      • Clear and defined hiring process
        • The tough part
      • Creating visible alignment between team goals and individual goals
        • The tough part
      • Make it easy to collaborate and synergize
        • The tough part
      • Reward collaboration and unreward non-collaboration
        • The tough part
      • Success dose
      • Team spirit
        • Team spirit is created by the team and not by the manager
        • Managers can damage team spirit
        • An environment of trust and respect
        • Group traditions: work, play, and celebrate as a team
        • Don't forget the individual
        • Rotate the champions
    • Why teams fail
      • Expectations, alignment, and team direction not clear
      • Leadership deficit
      • Confusion in structure
      • Not enough time for team dynamics to set in
      • Groupthink
    • Summary
  • 5. Communicating
    • Elements of good communication
      • Clarity
      • Context
      • Two-way
      • Concise
      • Rules of courtesy
        • Watch out
      • Timely
      • Similar vocabulary apple means apple
    • What managers must know about communication
      • Interpersonal communication is a process, not an event
      • Understanding the communication needs of your organization
      • Understanding the communication needs of your role and work
      • You set the communication model for your team
        • Controlling unwanted communication, for example, salary discussions
      • Cutting down the layers, shortening the channels
      • The grapevine don't worry too much about it
      • Allowing people to vent
    • Scenarios
      • Everyday communication
        • Do the Hi exchange
        • Enagage in casual chat
        • Be available to talk
        • Don't always keep looking for a status update
        • Don't keep telling them what to do
      • When someone just walks in with a problem
      • When people share personal problems
      • Communicating bad news to an individual, for example, being denied a bonus
      • Communicating unwelcome news to a group, for example, undesired management changes
      • Difficult discussions separate the person from the issue
      • Communication in a distributed team
        • Extra communication required
        • Check alignment frequently
        • It's ok to have an accent
        • Acknowledgement response
        • More back and forth required, more questions to be asked
        • Different energy levels
        • Use a mix of methods to communicate
      • Create opportunities for in-person interactions
      • Finally, when to keep mum
    • Summary
  • 6. Motivation
    • Understanding motivation
      • Desire is given but action is not
      • Everything takes some motivation
      • Everyone's motivation is somewhat different
      • Basic factors are common
      • It's not just your responsibility
      • There's such a thing as self-motivation
      • Demotivators are different from motivators
      • Everyone is motivated to work
    • Motivation theories
      • Maslow's hierarchy of needs theory
        • Physiological needs
        • Safety needs
        • Love and belonging needs
        • Esteem needs
        • Self-actualization
        • Putting Maslow's pyramid together in today's context
      • Herzberg's motivation hygiene and two-factor theory
      • McClelland's motivational needs theory
        • Need for power
        • Need for achievement
        • Need for affiliation
        • All three factors
    • What's motivating in today's workplace?
      • Success is motivating
      • Team bonding is motivating
      • Power is motivating: power to choose, power to shape the future
      • A challenge is motivating
      • A manager's confidence and belief in the individual is motivating
      • Hope of achieving greatness is motivating
      • Hope of a better future is motivating
    • What is demotivating?
      • Uncertainty is demotivating
      • No social status is demotivating
      • Fear, threats, and disrespect are huge demotivators
      • Lack of adequate and timely compensation is a demotivator
      • Poor working conditions are demotivators
      • Lack of opportunities to show their potential is demotivating
      • Lack of learning is demotivating
    • Signs of low motivation
      • Lack of attention to detail
      • Absenteeism
      • Dragging feet
      • Dropped catches...too many misses at work
      • No contest passivity low engagement
      • Less social interaction
    • Is money a motivator?
    • Summary
    • References
  • 7. Hiring
    • Understanding hiring
      • Understanding your optimal requirements
      • Hiring for potential not just current skills
      • Hiring is a risk
        • Hiring is not an end to itself
      • Be open talking about challenges upfront
      • Pre-interview: knowing what you are looking for
      • Advertising and sourcing
        • Pre-interview: resume screening
      • Pre-interview: phone screening
        • Sample phone screen
          • Warm up (3-5) minutes
          • Recent significant projects (10 minutes)
          • Domain experience (5 minutes)
          • Basic technical questions (10 minutes)
          • Code writing capabilities (10 minutes)
          • Closing (5-7 minutes)
    • How to conduct an effective interview
      • Interview plan
      • Reading and analyzing the resume beforehand
      • Interview tips
        • Listen to the candidate
        • Don't ask the same questions to people at different levels
        • Warm-up questions
        • Basics plus deep drill on key areas
        • Look for application and not just theory
        • Look beyond technical skills
        • Past work is important
        • Using behavioral interviews
        • Feedback recording
      • Hiring decision
    • Compensation
      • Option 1: compensation on par with a team member with similar profile
      • Option 2: new compensation = previous compensation + 20%
      • Option 3: compensation based on market data
      • Option 4: compensation by negotiation
      • Truth about compensation
      • What is the answer?
    • Closing the hiring process
    • Campus hiring
      • There is a shortage
      • Campus day 1
      • Only one offer
      • Compensation rules
      • Elimination process followed by selection process
      • Interviewing on campus
      • Campus hiring allocations
      • Pre-join attrition
      • Campus hires boot camp
    • Summary
  • 8. Performance Evaluation
    • Understanding performance
    • Purpose of performance evaluation
      • Reviewing and reflecting
      • Feedback
      • Alignment
      • Looking ahead
      • Personal development and career planning
        • Tracking progress over the years
      • Positive side effects
      • Used in reward calculations
      • Used in layoffs
        • Organizational improvements
    • Performance evaluation process
      • Appraisal form
        • Competencies
        • Goals from last year
        • Open-ended questions
        • Key dimensions
        • Development plan
        • Goal setting for the coming year
        • Final/overall rating
      • Usual appraisal models
        • Employee manager review
        • Additional external reviewers
        • Additional peer reviews
        • 360 degree reviews
      • The usual once-a-year appraisal process steps
    • Using the bell curve in performance evaluation
    • Problems with the performance appraisal process
      • It has become an event
      • Always done in a hurry
      • Hard to remember the details especially for a manager
      • Disconnected managers
      • Proximity effect
      • Halo effect
      • Managers shy away from disagreements and having a hard discussion
      • Subjective ratings depends on interpretation
      • Rating some competencies makes no sense
      • Inconsistency in ratings by different managers
      • High self-appraisal
      • Remote manager
    • Performance management and appraisal as a two-stage system
      • Ongoing performance management
      • Short cycle and long cycle performance evaluation
        • Short cycle
        • Long cycle
    • Summary
  • 9. Attrition
    • Understanding attrition
      • It's going to happen
      • Multiple reasons, but one driver
      • Attrition can be healthy
      • Don't take it personally
      • Top 3 reasons why people quit: 'money', 'career growth', 'manager'
      • Rarely does the decision change
    • Categories of 'quitters'
      • The growth-oriented
      • The dissatisfied
      • The mismatched
      • The whimsical
      • The still searching
      • The purposeful
      • The fearful
    • Cost of attrition
      • Direct costs
        • Administrative costs of an exit
        • Hiring costs
          • Finding the candidates
          • Interviewing costs
          • Cost of background check
          • Relocation cost for a new employee
          • Induction and on-boarding costs
        • Training costs
      • Indirect costs
        • Loss of productivity
          • Learning curve
          • Loss of tacit knowledge
          • Loss of personal network
          • Loss of efficiency in teamwork
          • Loss of morale for the rest of the team
          • Loss of customers due to inefficiency
        • Opportunity cost
        • Copy cat attrition
    • Benefits of attrition
      • Attrition may get rid of deadwood and misfits
      • Attrition creates space for new perspectives and new energy
      • Attrition may help achieve a balance in the team
      • Internal attrition is very healthy
      • Attrition may lower total costs
      • Attrition may create space for growth
      • Attrition helps a manager expand the network
    • Attrition watch out
    • Managing attrition
      • Expect it: anybody can leave
      • Know your people
      • Manage expectations proactively
      • Enhance team capabilities
      • Encourage cross-area awareness
      • Promote openness and be accessible
      • Create documentation and trainings
      • Create a fun work environment
    • Summary
  • 10. Managing Remoteness, Work-Life, Gen Y, and Diversity
    • Managing remoteness
      • Remote employee means
        • You can't see him/her visual observation is lost
        • You only see results, not efforts
        • Distrust creeps in wonder what he is up to
        • Relationship becomes very 'black box'
        • Out of sight, out of mind
        • Everything becomes harder, requiring extra effort
        • A remote leader becomes very important, just for being remote
      • Making remoteness work
        • Indulge in chitchat
        • Embrace new technology to get closer
        • Set expectations with the remote employee to communicate more
        • Formalize some of the communication
        • Make it two-way
        • Drive by setting clear goals and success criteria
        • More frequent checkpoints
        • Open sessions
        • Get into detail rather than just 'everything is fine'
        • Evaluate if it's working
        • Don't become the only face of the remote team; let them have their identity
        • Don't overdo it excessive reporting
        • Leverage the 'local' for the remote employee
        • Provision for travel make it economical
        • Make travel meaningful
    • Work-life balance
      • Understanding work, life, and the balance
        • What is work?
        • What is life?
        • What is work-life balance (WLB)?
        • WLB is NOT an equal number of hours
        • Achievement and fulfillment are key
        • Enjoyment test
        • Work is NOT life, but work IS life too
        • Balance now is better than balance later
        • Why managers should encourage WLB
        • An individual's WLB is an employee's responsibility; managers only support it
      • Common reasons of losing WLB
    • Managing Indian Gen Y
      • Some characteristics of Gen Y
      • Gen Y employee behavior
        • Smart working
        • Nothing is impossible
        • Open and transparent
        • Secure there's always another job
        • Don't Alt-Tab
        • Very social diverse
        • Respect for the individual rather than the position
        • Ownership, decision-making, and choices are important
    • Managing diversity
      • Diversity is natural
      • Shun stereotypes
      • Early training
      • Diversity doesn't mean the 'same' treatment
      • Celebrate the diversity
      • As an individual, learn about different cultures
      • Be aware of various diversity programs run by the organization
      • Enjoy the food
      • No jokes about a particular community
      • Be quick to stop a conversation that is bordering on discrimination, even in humor
    • Summary
  • 11. Effective Planning
    • Why plan?
      • Making something happen
      • Stopping something from happening
      • Educating and making people aware
      • Helping to prioritize
      • Increasing commitment
      • Showing the path adds confidence, lowers anxiety
    • Planning cycle
    • A good project manager
    • What to consider when creating a plan
      • The big picture
        • Identifying the deliverable and greater purpose
        • Know the larger 'program management' plan
        • External environment and dependencies
        • Governing rules and requirements
        • Know the stakeholders and their requirements
        • Understand the level of tolerance for problems
      • Work assignment and execution
        • Start with a conservative and flexible plan
        • Players and their strengths
        • Choosing appropriate methods of execution
      • What is a buffer?
      • Execution plan
        • Checkpoints
        • Reviewing the plan
      • Monitoring
        • Completion criteria and success criteria
        • Progress and visibility
        • Checkpoints and re-planning
        • Advertising your plan and focus areas
        • Encouraging and expecting planning from your team
        • Weekly team meeting last week, next week
        • Daily stand up meetings 15 minutes
        • Personal planning 15 minutes a day model
      • Managing changes and risks
        • Preparing for risk
        • Being connected
      • Planning gotcha: don't follow your plan too closely
    • Nuances of planning in India
      • Not saying NO
      • Too much focus on work desire to grow
      • 'All is well' syndrome
      • Too many young players lack of experience
      • Regional and cultural issues
      • Remote teams out of the loop
    • Summary
  • 12. How to Grow As a Manager
    • What does 'growth' mean to you?
      • Another way: find your way one step at a time
      • Pre-growth checks
        • Are you having fun?
        • Are you able to leverage your unique talents?
        • Do you fit culturally?
      • Bare essentials for any growth
        • Capability
        • Credibility
        • Opportunity
    • Some dos to grow as a manager
      • Grow your people
        • Delegate
        • Almost redundant
        • Trust your team
      • Make decisions
        • Take risks
        • Nerves
      • Deliver consistently
      • Get diverse experience projects, people, location
      • Make linkages and network
      • Spend the time the eight-hour workday is history
      • Grow in stature
    • Some don'ts to grow as a manager
      • Don't compete with your own people
      • Don't get sucked into the 'busy' paradigm
      • Don't get blind in defending your team
      • Don't be self-righteous, be open to a compromise
      • Don't forget the real job skills
    • Summary
  • 13. Summing it Up
    • Know what you manage
    • Transition requires a mindset change
    • Help yourself, get help
    • Know your success measures
    • Managers wear multiple hats
    • Manager as a conduit
    • Team building define playing positions
    • Team building winning as a team
    • Communicate in a timely manner reduce layers, add clarity
    • Motivation Maslow's hierarchy of needs
    • Hiring
    • Attrition expect it, manage it
    • Planning and execution
    • Decision-making
    • Manage all aspects
    • Summary
  • Index

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