What is the right balance between just solving a problem and enlisting your boss’s opinion about potential solutions? In my experience, there are a lot of benefits to reaching out to your boss, as long as it done in the right way. I wanted to raise the topic because it seems that most professionals I have worked with have trouble with this balance. I am curious to find out what others here think about this topic.
Some back ground on my directs and me:
I am in software development middle management. I personally love it when folks come in and talk out an idea with me. I am a huge whiteboard guy, so I enjoy that a lot more than working with MS project or attending meetings.
I can say that most of the folks that have worked for me generally preferred to solve problems themselves rather than reach out to me. Going with the assumption that I am not a complete jerk to work with (those who know me can chime in and disagree), I believe there are two reasons for this.
First, they do not want to bother me with things they think they should be addressing themselves. They think it is their responsibility and it is a sign of failure or weakness to reach out (the ones I am thinking of are high Cs).
Secondly, and I think most frequently, they do not want to ask for fear that I will take them down a solution path that constrains them (I am a high D, and have told that I can be a bit opinionated – Of course they are all wrong).
When these discussions have occurred, I am pretty consistent on my approach of giving input but letting them own the decision and the ultimate solution (unless I know something won’t work and the damage it will cause will outweigh the learning opportunity). Still, more often than not folks prefer to blaze their own trail.
My boss:
In my current role I work for someone who is very strong technically and who enjoys helping shape solutions. He is one of the owners and has evolved from the hands on guy to the corner office guy. It is no wonder he loves the occasional deep dive into a hands on problem.
My approach:
I look for situations where myself or someone on my team can engage my boss to help shape solutions before they are coded. This is the criteria I look for:
1) It is an area where he has expertise
2) We already have some ideas that we can seed the discussion with (ie, done some homework)
3) We are comfortable with any direction as long as it works
When I have engaged him for these types of situations, it has always been positive. The solution is often better, he is happy, we are happy.
However, I still have to put a gun to folks heads to get issues like this raised up. I struggle with why more technical folks can’t see the win/win with these types of situations.
What does everyone else think?
Thanks,
Mike
ps. Sorry for the long post
Corner office?
BLUF: focus on their development, not on your contributions.
As for your directs: well, yes, it is their responsibility. What are the goals and how are they measured? If they're creating solutions on time, with quality, why does it matter if they come to you? Consider how they're being coached, and whether the assignments are "stretch" assignments. If they're challenged enough, they'll either come to you (or a colleague - nothing wrong with that), or they'll have trouble meeting their goals, and you'll be back in there. Instead of doing their job, however, you'll be in there coaching, helping them develop the skills they need to be better. Sure, that might include a design review with you, but it might also mean training in design patterns, or being paired up with a more senior developer on the next sprint, or whatever you work out.
You admit that they most likely avoid you for fear of your constraining them, and that you're opinionated. Maybe their fears are justified?
PS: So your boss is now in the corner office? Instead of soliciting his thoughts on technical issues, you should solicit his ideas on customer needs and on the marketplace.
John Hack
Clarification
Thanks John.
I think my post was confusing. I was trying to raise the question generically and was using detail from my experiences to add context. I agree with your approach, and that is what I have been doing for years. I list the examples not because I want to be more involved, but to highlight that the practice of proactively and appropriately engaging your boss seems to be rarely followed.
I suspect that most bosses would agree that they would like to know the high level approach or strategy a direct was going to take to solve a problem before they did the work. I am not suggesting micro management, but more like 3-5 minutes worth of a heads up. I also suspect that most bosses do not reach out to their bosses in the same way.
I think in general employees are not sure when to engage their boss on decisions. They either go overboard or they go dark and just get the work done, expecting that they will be told if they do it wrong. I think there is a right balance to be had, and it will depend on your boss. I also believe it is on us to help our directs learn how to be effective in this area.
I engage my boss on technical issues because that is what he wants. My question for you and others here is if or when do you engage your boss on issue pertaining to your responsibilities, or do you just focus on getting the job done and expect your boss to reach out as they see fit?
Thanks,
Mike
I tend to only engage my
I tend to only engage my manager in my work when (in rough order of frequency, high to low):
Stephen
* I say 'He or She' as I seem to get a new manager every few months.
--
Skype: stephenbooth_uk
DiSC: 6137
Experience is how you avoid failure, failure is what gives you experience.
Mike, Do the work. Tell
Mike,
Do the work. Tell your boss what your doing. Listen to what your boss says about it. Adjust as needed.
If the boss wants to be more involved: do the work; tell the boss what your doing sooner; listen...etc.
Like Stephen says, if you need help ask.
It sounds like your talking about personal preferences instead of what's important for the organization. I think this can be a dangerous way to manage your team. Delegate; coach; expect them to do what they're capable of and grow into what they're not.
-Jazz
What about your directs?
I like Stephen's thought process and Jazz's common sense view. Both seem solid.
Have you ever coached your directs on how to follow a similar pattern? Alternatively, have you ever given feedback to encourage their effective communication to you?
Also, if I gave the impression I like personal preference over the needs of the organization, let me clarify because that is one of my hot points. I am very passionate that the needs of the organization should always trump personal preferences and agendas. I try and live by that and hold my time to the same directive. However, since I can not manage up, I try to be attuned to my boss's personal preference so I can effectively communicate with him/her.
I may be over thinking the whole topic. M&M have several casts on effective communications with your boss, including of course being aware of their DISC-ness and adjusting accordingly. I guess when it is all said and done, this topic is just another flavor of that.
-Mike