In the past 17 years I’ve worked in a clean-room laboratory environment as an in-house tech support person managing windows machines around dangerous lasers and chemicals, in the telecommunications industry as a systems analyst and software engineer, and in the hosting industry as a lead developer, software architect, and manager of development. In every case, the following guiding principles have served me well, both as an employee striving to learn more and be a better contributor and as a manager striving to be a worthy employer of rising talent. Whether you are a manager or a startup CEO, this advice will help you cultivate success for you and your employees.
When you’re starting out, you will likely wear many hats out of necessity, but as your company grows, these hats need to be given to others. Hire the best talent you can, and rely on their expertise. Don’t be intimidated by intelligence—embrace it and don’t let your ego stand in the way. Also, be aware that faulty assumptions about someone’s skill set can throw off deadlines and cause support issues down the road. Empowering people increases a sense of ownership and pride in one’s work.
IBM has reinvented itself over and over. It has done this to keep up with the ever-changing industry with the help of curious employees. Curious people ask more questions, dig deeper, and they find creative solutions to current industry needs. Don’t pour cold water on your employees who want to do things differently. Listen to them with an open mind. Change is sometimes required, and it comes through innovation by curious people.
Integrate and automate everything.
Take a cue from SoftLayer: If you find yourself performing a repetitive task, automate and document it. We’ve focused on automation since day one. Not only do we automate server provisioning, but we’ve also automated our development build processes so that we can achieve repeatable success in code releases. Do your best to automate yourself out of a job and encourage others to live by this mantra. Don’t trade efficiency for job security—those who excel in this should be given more responsibility.
Peace of mind is worth a lot.
Once a coworker and I applied to contract for a job internally because our company was about to spend millions farming it out to a third party. We knew we could do it faster and cheaper, but the company went with the third party instead. Losing that contract taught me that companies are willing to pay handsomely for peace of mind. If you can build a team that is that source of that peace of mind for your company, you will go far.
When things don’t go right.
Sometimes things go off the rails, and there’s nothing you can do about it. People make mistakes. Deadlines are missed. Contracts fall through. In these situations, it’s important to focus on where the process went wrong and put changes in place to keep it from happening again. This is more beneficial to your team than finger pointing. If you can learn from your mistakes, you will create an environment that is agile and successful.