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Developing Great Leaders: The Human Workplace Perspective of DevOps

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By Wendy Dessler

One of the most challenging aspects of working in the tech industry is remembering the most important component of excellent performance: humanity. Software development is a great springboard for building competent, collaborative leaders when it’s done correctly. 

The DevOps mindset brings different teams together to create a continuous workflow that thrives on human interaction. Here are some useful tips for developing great leaders through DevOps, as well as reasons why the human side of the tech world matters.

The Benefits of DevOps

DevOps brings development and operations teams together to create a unified system that allows businesses to get projects completed faster without sacrificing quality. In doing so, businesses ultimately improve their bottom line and make scaling more attainable.

Successfully implementing DevOps also benefits a business by:

  • Improving cross-team functionality
  • Improving flexibility and production speed
  • Allowing for multiple projects to be handled at any given time
  • Creating a culture of respect and collaboration

For the various benefits of DevOps to be achieved, businesses need to break down the barriers between Quality Assurance, Operations Management, and the core development team. 

Traditionally, these different areas have been in silos– separated and isolated from one another. By breaking the barriers, businesses provide an opportunity for understanding and appreciation. In other words, some of the foundational qualities of excellent leadership.

Mentorship: A Benefit for Both Parties

A standalone benefit of focusing on the human side of DevOps is the potential for mentorship opportunities. This enhanced workflow creates opportunities for senior and junior team members to come together and learn from one another.

For example, a senior member of the team may have the opportunity to help a junior member with a challenge they’re facing. Alternatively, junior members provide the opportunity for developing critical thinking and problem-solving skills for senior members, and may even teach them new, updated skills.

Some organizations are even going as far as to have DevOps Dojos, to create a space for mentorship and the development of insightful, passionate leaders.

How to Implement DevOps: A Human-Centric Approach

Unfortunately, you can’t flick a switch and make DevOps work. It takes a lot of planning and change management to create a human-centric DevOps culture. Here are some important considerations when implementing DevOps. 

Have the Right Tools

Implementing DevOps can be a challenge for all. Humans naturally resist change, preferring the comfort of a routine, even when the end-result of the change would be simpler. By having the right tools in place to support a collaborative environment, you simplify the road to DevOps. 

One of the most important tools you can have in place when implementing the DevOps philosophy is powerful, streamlined project management software. While nothing will ever compare to the visual of a well laid-out whiteboard, having cloud-based project management ensures everyone is up to date, no matter where they are. 

Logging services can also streamline DevOps efforts and create a virtual map of what’s happening in the system; you can visit the Papertrail website to learn more about this process.

Transparency Matters

When implementing DevOps, it’s important for all members of the team to know what is happening and when regardless of the hierarchy. Share successes and failures, challenges, and solutions. Create a safe platform for everyone to be heard and ensure that all questions are eventually answered.

There’s a lot of concern surrounding job losses when DevOps is put in place, as automation plays such a key role. Be sure to address these concerns early and nip employee discontent in the bud.

Make the Business Fit the Format

Trying to make DevOps fit your current business, rather than the other way around, is a recipe for disaster. It’s essential for key stakeholders to be involved in the DevOps implementation process, as it might cause widespread disruptions and restructuring. The more buy-in from the executive team and management, the more effective the result will be.

Focus on Human Development

Empower your people to take an active part in making the changes. Present opportunities to take ownership of various tasks and develop their skills. For some, the implementation of DevOps could present a stepping stone into a leadership position.

Before and during the implementation process, take time to assess people individually and talk to them about their goals. Collect their insights and work with them to create a positive environment that promotes respect and teamwork, as these are more important than the technical components for making DevOps work.

Prioritize Cybersecurity

Ensuring that your business is kept secure for every step of the way is essential when implementing DevOps. It should be addressed early on before changes are implemented. 

Consider who needs access to what, and what areas of the infrastructure should be limited. Work these security considerations into any restructuring efforts. While tools like access rights management and logging are great solutions to many of the cybersecurity problems, it’s important to think about the various areas that need to be addressed before choosing the approach that works for your organization.

Remember Your People

While implementing the DevOps philosophies, automating processes, and streamlining business efforts to improve the bottom line, it’s important not to lose sight of what matters the most: your people. 

By focusing on the human side of software development, you can create a positive workplace culture that cultivates great leaders and ensures the business’s continuity for years to come.

 

About the Author: Wendy Dessler frequently writes about the latest advancements in tech and digital marketing. She currently focuses on helping SaaS businesses create a better world for our kids.

Photo by Perry Grone on Unsplash

3 Reasons Why Proper Project Management Can’t Be Overlooked

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checklist-2077023_640No matter your business size, you know that managing various aspects is crucial.

With that being the case, how would you assess your company’s project management skills?

If you’re running a one-person show, you know that the project decisions fall on your shoulders. While you may get a few wrong, it is imperative the bulk of project management decisions you make come out on top.

When you have many employees, finding the right one to direct project management is key. By having the right minds in the right places, you can make the right decisions time and time again.

So, is proper project management a staple in your business world?

Review Your Project Management Efforts Going Forward

So that your project management efforts are always moving forward, remember these keys:

  1. Knowing who to pass responsibilities to

Whether you make the final call or a manager does, make sure the right person or persons end up with the projects.

For instance, you have a big customer service initiative coming up that you’ve been waiting to unveil. The one catch is that the project is going to need some heavy marketing, especially in the area of social media. While the individual you’d like to head the campaign is great at many facets, he or she is not strong with social media.

So, do you still give them the keys to the project despite the social media shortcomings? Or, better yet, do you trust them to find the person who gets social media to collaborate on the initiative?

The answer depends on if you trust that lead person to do whatever it takes to promote the project. If you do, there should be no worries moving ahead. If you don’t, you may need to intervene at some point.

The bottom line is to know the strengths and weaknesses of those you put in charge to execute any project.

Some people can think on their own two feet and will not need guidance. Others, meantime, may need some extra nurturing to get the job done that you’ve entrusted them with. This can at times include finding the best product support.

  1. Prioritizing the Right Projects

Depending on the number of projects your business has on its plate at any given time, things can get quite busy. That said a busy company tends to be a healthy one.

With that in mind, always do your best to review each project and where it falls on the importance totem pole. To do otherwise is putting your company in a dicey position. Without the right project structure, you can end up with a free-for-all on your hands before you know it.

In prioritizing those projects, look at the following:

  • Customer needs and expectations
  • Which projects have the greatest potential for financial return?
  • Those projects your team can handle with nary a concern

The better you do at prioritizing projects, the faster you become a consumer favorite.

  1. Getting Customer Feedback

Although you make the final decisions, taking customer input is important.

For example, a new project you unveiled recently was a huge hit with the bulk of customers. In not resting on your laurels, get some feedback from customers on why they liked it and how it benefited them.

On the other end of the spectrum, another project you recently put in motion met with muted applause. Customer feedback is essential on why this project did not work as others have.

Once you have all your feedback, both positive and negative that is, be sure to meet with your staff and discuss it. In doing this, you are better prepared when you move on to upcoming projects.

Often, top business owners and project managers learn from yesterday and act today.

In dealing with many projects and people at once, you have your hands full as the company owner.

Step back for a few moments and assess how things are going.

If you’ve for the most part made the right hires and the correct decisions, your company should be doing fine.

So, does that sound like you and your business?

Photo credit: Pixabay

About the Author: Dave Thomas writes about business topics on the web.

8 Key Traits of Fantastic Project Managers

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project-management-2061635_640The key to successful project portfolio management revolves around dynamic project managers.

The pivotal role of the project manager is to plan and execute a project from start to finish, overseeing (and motivating!) a team of people in the meantime to set all the pieces in motion at the right time.

Successful project managers are a rare breed.

If you’re curious about making a career move to project management or you are trying to pick out the best match from a slew of candidates, these 8 key traits set the good project managers apart from the lousy:

  1. The Ability to Delegate. Good project managers know that their role is to manage, not do, the project. The project manager should have a high-level overview of the project and the tasks that need to be accomplished in order to achieve the end goal. Then, he or she should delegate those tasks to the best employee for the job.
  2. Motivational and Coaching Skills. A poor project manager might get frustrated after delegating tasks and seeing that the work has been done substandard. Such a project manager might say, “Never mind, I’ll just do it myself!” But in the long run, this strategy will backfire over and over again. The same problem will crop up until the project manager coaches the employee(s) in how to do the work to meet expectations. Good project managers recognize weak areas and bolster their employees to help them grow, not tear them down for their honest mistakes.
  3. Enthusiasm for the Project. Enthusiasm is contagious, and a positive attitude has to start with the project manager. If the manager is bored with the project, the employees will be too. If, on the other hand, the manager exudes optimism and fully supports the work of his or her team, then employee satisfaction is more likely to be high.
  4. Excellent Communication Skills. There’s no room for a wishy-washy or vague project manager in businesses that value efficiency. Managers need to communicate well not only with the employees they manage, but also the higher-ups. Frequent and very specific communication is key. Action items should have clear due-dates and assignees, for example, and negative feedback should be delivered with tact but never avoided altogether.
  5. A Knack for Organization. This is where a project portfolio management tool can make all the difference. When there are multiple ideas and projects that require attention, project managers need to know what’s happening at all times. Even the most focused and organized individual can lose track of important information. Successful project portfolio management hinges on a dynamic organizational system and an ability to use such a tool to its maximum potential.
  6. The Ability to Stay Level-Headed. When conflicts or problems inevitably arise, it falls to the project manager to work out a solution. Knee-jerk reactions have no place in the meeting room. A level-headed response to challenges helps keep projects moving ahead while also maintaining employee morale.
  7. Persistence and Perseverance. As the saying goes, “When the going gets tough, the tough get going!” A project manager should be the last person to back down to a challenge. When emails are ignored, the manager should pick up the phone or arrange to speak in person. When product testing feedback is negative, a solution-oriented mindset is necessary to revitalize the project. In short, a good project manager naturally has a “never say die” attitude.
  8. The Ability to Creatively Problem Solve. A persistent and persevering person is also a problem solver. When a bump occurs in the project’s original road map, the project manager smoothes it out. It does not matter if this problem relates to funding, human resources or any other aspect of the project; the manager’s mission is to see the project to completion (and to uphold the highest standards possible).

Being surprisingly hard to come by, successful project managers are worth their weight in gold.

They have a track record of high-quality projects on their roster and are respected by the people who work with them—both above and below them on the corporate ladder.

If you’re looking to promote a current employee to the position of project manager, their leadership skills may have already bubbled up to the surface; if not, look for these 8 traits to pick a great candidate.

Photo credit: Pixabay

How to Get Back on Track When Your Coaching Habit Slips

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By Michael Bungay Stanier

A company’s success lies in its employees, so it’s no surprise that good leaders are always looking for ways to help their employees learn and develop at work. The best practices have changed over the years, but arguably one of the best things you can do for your employees (and for yourself, in the end) is coach them.

We all need to coach for performance when issues arise, but I’m talking about coaching for development — the kind of coaching that benefits everyone involved, as it helps employees learn, it encourages managers to step back and it allows us all to do that great work we set out to do.

The best way to do this is to create a new habit and start coaching on a daily basis.

The Key to Coaching

You’ve probably already attempted to coach your employees in one way or another, but did you know that the key to coaching is asking questions? In my book The Coaching Habit, I explore how asking more questions is what really helps drive employees.

It’s simple, really: Stay quiet a little longer, offer less advice and ask more questions.

Perhaps you’ve already noticed this approach works and you’re trying to implement it as a new coaching habit. Good for you! You’re looking for ways to better your work environment and encourage those around you, while also eliminating your tendency to jump in and take over.

At some point, you will stumble. You might accidentally take over a project with the good intention of helping. Or offer advice before asking an employee for their thoughts. Or start fixing an issue that isn’t the actual challenge that needs to be addressed. It’s okay, you’re human. And hey, you’re likely just trying to help.

When that happens, all you’ll need is to have a plan for how to get back on track.

Make Your Habit a Resilient System

The secret to building a resilient system is to build in a fail-safe so that when something breaks, it’s easy to recover from it. You can do just that with your coaching habit: build in your own fail-safe. That’s the first step to creating a habit that’s hard to break.

Chances are, if you’re trying something new, you’ll encounter some resistance. If your employees usually come to you for advice and you start asking questions instead of offering answers, it might take them some time to adapt to your new coaching style. It might take you time to adapt also — asking questions instead of offering advice when we’re used to the latter can be difficult!

Make a Plan

To make your habit a resilient system, create a plan to get started, one which includes a way to circle back when the road gets bumpy. Here are some ideas for getting going:

Try out your new habit on someone who you think would make a good guinea pig, or on someone with whom you’ve run out of ideas, so you’ve got nothing to lose.

Start small. You don’t need to change everything all at once. Maybe you begin by asking a few questions here and there and then gradually incorporate more as you gain confidence in your system.

Get someone else involved. Tell a colleague what you’re trying to accomplish and ask them to do it too. You can encourage each other and hold one another accountable, and even practice together.

Deal with Setbacks

These strategies are all part of a great plan, but even together they won’t always do the trick.

You might feel awkward when you first try to implement a new habit at work; the resistance you encounter might make you feel incompetent or you might revert back to old habits without meaning to. These types of setbacks are bound to happen; you just need to know how to deal with them.

When you feel like surrendering, remember why you committed to making a change in the first place. This will remind you of the payoff and encourage you to not give up. Concentrate on what you’re really committed to doing, and then decide what you can let go of in order to refocus your energy.

Learn to adapt. Maybe you’ve fallen off track because you’re having a hard time rolling with the punches. You’re asking the questions, but they aren’t being well received. You’re talking less, but your employees aren’t jumping in more. That’s okay — everyone operates differently and there are many ways to approach people. Be ready to adapt and work with your team’s differences. Ask yourself what is working and what isn’t, and figure out what you should stop doing and what you can do more of. Build in time to reflect as part of your plan for getting back on track.

Connect with people. If you’re not immediately successful in creating your new habit, check in with those you’ve been trying it on. Check in with your accountability buddy and ask for feedback.

You’ve made the choice to build a new coaching habit. Be bold, don’t be afraid to keep trying — and don’t add more to your plate. Focus on what’s essential and keep practicing. Get back on the horse and keep on with your original plan.

The same goes for any habit you’re trying to build — this doesn’t apply just to my suggested coaching habit.

Regardless of the behavior you’re trying to change, remember that people make mistakes and that you just need to persevere. Eventually, if you’re committed, the new habit will stick and you’ll worry less about it and focus more on how that habit is positively affecting your workplace.

 

 

About the Author:

Author of The Coaching Habit, Michael Bungay Stanier is Senior Partner of Box of Crayons, a company that helps organizations do less Good Work and more Great Work. It is best known for its coaching programs, which give busy managers practical tools to coach in 10 minutes or less.

Download free chapters of Michael’s latest book, The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever, here.

What is the difference between a boss and a leader?

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By Keith Tully

Richard Branson has a well-earned reputation for putting his employees first, and is seen by many as the archetypal leader rather than simply ‘the boss.’ This distinction between a leader and a boss is an important one, as lack of effective leadership impacts strongly on team morale, productivity, and overall profitability.

A strong and effective leader motivates their team, encourages high performance, and creates a happy working environment, so what does a boss do in comparison? Often
viewing themselves as a figurehead and no more, they tend to remain on the fringes of the team, causing bad feeling and a sense of disillusionment.

So how might a leader’s outlook and style contrast with that of a boss on a practical level?

Being part of the team, not just overseeing it

A leader will play an integral part in the team, understanding how different characters interact, and playing to their strengths. They’re involved in the minutiae of a working day, helping out on a practical basis when necessary in order to get the job done.

In contrast, a boss will ‘lead’ from the outside, being reluctant to get to know or understand what makes their team tick. This generally results in poor performance from individuals who feel misunderstood and unappreciated, but even when results are good, they are often achieved at the expense of team morale.

Motivation and encouragement, not driving results through fear

A culture of fear and unhappiness can lead to high staff turnover, a lack of cohesion, and no continuity within the team. This general sense of malcontent easily passes to customers and other departments, and can affect ‘brand appeal.’

True leaders motivate their team within a supportive and good-humoured environment, using their ‘soft skills’ to get the best out of people.

Leading by example

Rather than criticising members of staff for being late on occasion, a leader will set a good example by arriving before anyone else (and probably being the last to leave). This sets the expectation for everyone else, and motivates those with poor time management skills to improve.

An inclusive approach that doesn’t ostracise those who occasionally fail to meet the company’s expectations will be more effective than punitive action, and a totally negative message.

A leader doesn’t apportion blame – they help people learn from mistakes

If you make a mistake at work, are you fearful of the consequences or motivated to get it right next time? Learning from our mistakes is a key part of life, and when a boss becomes angry they’re failing to nurture and develop their staff for the future.

Part of being a good leader is accepting that none of us is perfect, and we are bound to make mistakes at some point. How it’s dealt with can have a lasting effect on those involved, and if it’s a positive message, instill greater self-confidence.

They take responsibility for the team when things aren’t going well

A true leader will take full responsibility for the team’s performance when it is sub-standard, and no credit when the results are good.

It’s this humility and generosity of spirit that distinguishes a leader from the boss who would distance themselves from the team in times of trouble.

Leaders appreciate individuality, inspire enthusiasm and instill confidence

Everyone brings something unique to a team, and knowing how to develop each person helps the company to succeed. Getting the best out of everyone as individuals, at the same time as creating unity, demands strong leadership qualities but also emotional intelligence and understanding.

It’s draining to work in a hostile environment where conflict with your boss is the norm. Rather than simply not caring whether their employees are motivated, a true leader will ensure their staff are happy and fulfilled, providing the right training and development opportunities that encourage engagement and loyalty to the company.

 

Author Bio: Keith Tully from Real Business Rescue is leading corporate insolvency specialist. He knows what it takes to keep struggling businesses afloat and what qualities are required of company directors.

Featured image via Flickr CC: David Sanabria

Finding Leadership within Your Business

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Business people in board room meetingAre you truly confident that you have some leaders from within your business?

While some company owners are quick to answer yes to such a question, others no doubt have to stop and think about it.

If you feel like you are having trouble finding leaders inside your company, do you plan to do anything about that moving forward?

If not, this does not mean your business is doomed for failure anytime soon.

What it does mean, however, is that you may want to take a little time to see if you not only do have some leadership talent within your ranks, but also how best to utilize that talent to motivate others inside your business.

Using Outside Examples to Inspire

Even though there are different ways with which to go about finding and bringing out the leaders in your company, it sometimes just comes down to simple things.

For example, you may have some budding leaders within your ranks, but for one reason or another, they are timid about putting those skills to use. If that’s the case, how do you (and should you) bring out those skills?

Always keep in mind that you should never force an employee into doing something they’re not comfortable with or becoming someone they truly are not meant to be. That said it is perfectly fine (sometimes quite necessary) to ask them to take on more authoritative roles if need be.

If you feel like you aren’t quite sure how to go about getting the most out of them, sometimes you might want to think about turning to others to provide sound examples.

For instance, having your employees view and listen to some individuals that have been proven to demonstrate leadership skills is a good start.

Public speakers such as Ron Fournier can provide their years of experience in the political world, transferring that knowledge over into the business community, all the while providing your team with valuable leadership tips.

When you stop and think about it for a moment, the political and business worlds have more in common than you may think.

For one, political leaders have to do all they can to amass support from their constituents, many of whom are either business leaders or employees of the former. While finding the true leaders from within your organization is not simply deciding by a vote which individual is the most popular and/or poised to do the job, it does mean identifying those employees willing to take on a more important role.

If you are trying to find leadership from within your ranks, remember to look at:

  • Motivation – First and foremost, which employees within your company seem most motivated to be leaders? This is not always something which is easy to tell, so it will likely take some doing on your part to identify such individuals. Search for those workers who come to their jobs each and every day looking to better than the day prior;
  • Helping co-workers – You know how some employees all but despise the idea of helping co-workers. To them, they have enough on their daily plates, so why ask them to assist others? As it turns out, those workers who are true team players within the office could be tomorrow’s leaders. Such individuals don’t think twice about lifting a finger to help their co-workers. In turn, those are the kinds of employees who will typically also go that extra mile for your customers;
  • Asks questions – Finally, which of your employees is always trying to learn more? While some workers may seem a little over the top when it comes to asking questions, you want those employees who are willing to roll their sleeves up and essentially get dirty. Such workers usually are interested in all facets of how the company works, with an eye on staying and growing with the business. These are typically the people who will stick around with you for a longer period of time than those who just come in and do their jobs, showing little or no effort to learn more about how things work (that is not true in all cases, so never punish or look down on those who are quiet and yet do a great job).

If finding leadership from within your business has been a challenge at times, consider taking a look outside to see how others can assist in motivating your team.

About the Author: Dave Thomas covers business and leadership topics on the web.