Leading the technicians
"You can talk s%@t about us, but you can't talk without us!" The (joking) anthem of the U.S. Army Signal Corps when they feel unappreciated
Every modern organization has embedded or at least contracted to it, technicians to help them and their organization function. We are simply stuck without them. You know these people - the ones who connect the wires, create and administer our automated operating programs, install the sound systems, and service and repair the complex equipment in our companies. They do the work we are not experienced, trained, or educated to do. If we are good leaders, we have at least a cursory understanding of what they do - respect at least, so that we may lead them properly.
Reflecting on my Army career, the people who fit this category the closest were signal officers and their teams. They did things I definitely did not know how to do yet counted on to do my job. This included wiring an operations center in the toughest environments to be able to communicate internally and externally. And they had it tough. Any and every environmental or man-made glitch such as a faulty wire or even sun spots brought the whole system down. I witnessed commanders, half-jokingly pick up a wire and tell their signal officer that he or she was responsible for it, everything that ran through it and connected to it.
In my years, I encountered a few different types of technicians. Some were the dooms day or Debbie Downer types. They would describe scenarios of failure without offering solutions. Some used their knowledge to belittle others, making them look stupid or inferior, asking questions they knew they could not answer. Some could never get beyond the fact they were not always the priority. Other technicians would quietly go about their work understanding how it contributed to the greater mission. Some appeared at the perfect moment to save the day.
I led them this way. I'd spend some quality time learning what they did. I'd ask pointed questions about everything. I'd ask them to walk me through what they did or were about to do. I showed genuine interest and respect for the technical work they did. I listened to learn, not to respond. I spent time ensuring they understood my intent and the greater mission, then I would ask how they and the systems they nurtured fit into that intent and mission. For the ones who wanted to outsmart me or make me look stupid, I'd stop them in their tracks. Id ask them not to talk to me like I had the same level of knowledge. I'd describe our relationship - how I would integrate them and numerous other people and entities into a greater operation, then ask them to start over with the understanding that they were one part, an important part, but one part of a greater team. I'd set the example preparing them to be me one day - a leader of all people and entities.
Lead your technician well. This means listening and learning but also growing them and challenging them to see the big picture and to be an effective member of the team.
Make it Personal!
Rob
Rob Campbell