Dealing with less than effective managers

I found this article very interesting. Follow the link below for complete discussion and comments.

Working for an Idiot Boss: How to Handle a Lousy Boss?
http://www.resumark.com/blog/author/katia/

Main points are given here. ------------------------

If you’ve never had an idiot boss, consider yourself very lucky.

The rest of us sometimes have to deal with bosses who are control-freaks, intrusive, micro-managing, rude, and even obnoxious.

So what makes a lousy boss?
A lousy boss loves to take credit for your work and never gives you praise or positive feedback for any of your achievements. A lousy boss fails to support you in accomplishing your work, unnecessary interfere due to his lack of understanding and insecurities and leaves you hanging when you actually need their help. He likes recruiting cheap resources but demands best quality and quick delivery (off course with invoice) within deadlines- any PMs worst nightmare. He is usually very poor in cash management which is his main job and to hide that he wants to put blame on others. His obsession with "client is god" assumption also makes him paranoid and anti to his own employees. All the “support” that you get is annoying and results in counter-productive micro-management when you actually don’t need any help and they are just interfering in your and your teams work.

Lousy bosses think their subordinates have no feelings, interests or personal lives outside work and only he cares about the organizations welfare. Fact is he is the biggest threat to the co.s future. They take their employees for granted and think they'll do anything for the salary and contract extension esp he happens to be an expat. They think employees are robots designed for carrying out their orders. They make employees stay late after work for no reasons, attend stupid meetings and perform tasks that make no sense or have little purpose. He has no faith on anyone except few slave types, non-performing psycophants because he lacks self esteem and faith in himself.

The worst type of a boss gives you way too many tasks to handle, with unclear directions, wrong type of untrained resources, and impossible deadlines, while constantly changing their mind and directions, and having no clue about what they want or how they want it done. At the end, when you are late or the work is not done to their satisfaction – it becomes your fault with all the resulting consequences.

Boss's energies are directed towards a whole day drama where he wants to show others that he is the best man for his job. Fact is that he is there because of someone's mistake not due to his capabilities and he is the biggest threat to the co.. He is poor in cash management due to overemphasis on cost cutting to maximize his bonus & commission.

Any of this sounds familiar? Try these four ways to deal with an idiot boss before deciding to quit your job.

So how do you deal with a lousy boss?

1. Be smart and adapt to their style of work. Find the buttons to press. Dealing with less than effective managers (let’s just call them idiot bosses), is a challenge that too many employees don’t know how to approach correctly. One way to prevent problems is to study and understand your boss’s personality, their style of work and their expectations regarding your work. You can then adjust your approach and your style to please your boss, while guarantying yourself peace of mind. For example, if your boss is an annoying micro-manager, ask them about their preferred ways of you reporting to them, and report back on a regular basis and make sure ask for feedback every time. Chances are you boss will love this and will soon leave you alone after seeing that things are done “their way” and that they are “in control”. They may also get tired of “too much control” having to give you feedback all the time and will eventually give you more freedom (as some bosses will put it – “because they trust you will do a good job”. The bottom line – you will make your boss happy and will earn your freedom while keeping your boss off your back.
2. Manage your boss. If it is at all possible, try resolving problems by talking to your boss – it is the quickest and the least painful way. If something concerns you, makes you uncomfortable or offends you – tell them about it right away. For example, if a boss is constantly yelling at you, simply tell them that you understand their frustration but them raising their voice makes you uncomfortable or even threatened. This especially works well if you are a female and you boss is a male – mostly will back down right away.If that doesn’t work, document the facts of all incidents and how that impacted your performance – as well as other employees in the company. This process may be enough to relieve you of the stress so that you can cope. If everything fails – ignore him and take your case to the senior management.
3. Do not take things personally. Try focusing on work. Try to perform well, while ignoring all these distractions and focus on your work to see if that changes anything. Let your boss know that you are doing job to the best of your abilities.
4. Find a mentor or a mediator in the office. If you and your boss don’t connect well, you should consider finding someone else in the office who may be able to help you. A more experienced, seasoned or an elder employee may be more respected by the boss and may have already found “a recipe” to handling them. They can put in a word for you as well as provide you with valuable support and advice in coping with the boss. However, be very careful about your choice of words when talking to other employees – you never know who else they might tell. Tell them you have a problem – don’t bad mouth your boss.
5. Don't be part of money-laundering project – If you are in this situation then you have no escape because you have been hired as per a plan where you have to take blame for all the misdeeds and inefficiency of the people who are sharing the booty. There are few countries where 90% projects are of this type and everyone in client is interested in making a project fail so they can float a new tender for another similar project with new vendor.
   
6. Don’t sacrifice your nerves or self-esteem – it is not worth it! Doing nothing and hoping that the problems will resolve themselves is the worst idea. No one (especially your idiot boss) is worth impacting your mental and physical health, self respect, self-esteem or sanity over them. If there is no way to resolve these issues you should start looking for another job. If you want to stay in your company, a good mentor can help you transfer to a different department provided co. is big enough and he is not the only boss around. If you do decide to quit – do it wisely: don’t burn bridges and have a backup plan if anything changes.

Remember nothing will work (among 4 ways suggested above) with a persons who is trying too hard to masquerade as an effective manager. He is trying to keep an eye on everything though he is blind like a bat. He is a control freak but no control on himself. He doesnt respect his employees and vendors except his own reporting manager. Then its sure, you boarded a sinking ship with too many holes where you have been hired as a scapegoat from the day you signed the contract.

BHUVAN: Indian Earth Observation Visualization

With Best Wishes to you all on our 63rd Independence day, I am putting this information to celebrate the success of Indian Space Programme in last 4 decades.

Bhuvan is a geoportal that provides medium to high resolution satellite imagery of virtually the entire India over the internet. You can "fly" around using mouse and keyboard on a simple desktop computer with virtual globe in front draped with IRS images over Indian region. Many other features are built in, including 3D terrain and information on many thematic data.

Bhuvan is an initiative to showcase this distinctiveness of Indian imaging capabilities including the thematic information derived from such imagery which could be of vital importance to common man with a focus on Indian region. Bhuvan, an ambitious project of ISRO to take Indian images and thematic information in multiple spatial resolutions to people through a web portal through easy access to information on basic natural resources in the geospatial domain. Bhuvan showcases Indian images by the superimposition of these IRS satellite imageries on 3D globe. It displays satellite images of varying resolution of India's surface, allowing users to visually see things like cities and important places of interest looking perpendicularly down or at an oblique angle, with different perspectives and can navigate through 3D viewing environment. The degree of resolution showcased is based on the points of interest and popularity, but most of the Indian terrain is covered upto at least 5.8 meters of resolution with the least spatial resolution being 55 meters from AWifs Sensor. With such rich content, Bhuvan opens the door to graphic visualisation of digital geospatial India allowing individuals to experience the fully interactive terrain viewing capabilities.

Multi-resolution images from multi-sensor IRS satellites of India is seamlessly depicted through the Bhuvan web portal by enabling a common man to zoom into specific area of interest at high resolution. Bhuvan brings a whole lot of uniqueness in understanding our own natural resources whilst presenting beautiful images and thematic vectors generated from varieties of geospatial information. Bhuvan will also attempt to bring out the importance of multi-temporal data and to highlight the changes taking place to our natural resources, which will serve as a general awareness on our changing planet. There are lot more special value added services which will be enabled onto the web portal in due course of time and each one of those services are going to be unique to preserving and conserving our precious natural resources through public participation. We are sure the common man will get rich benefits from these Indian geospatial data services in days to come.

Basic features of Bhuvan:

Access, explore and visualise 2D and 3D image data along with rich thematic information on Soil, wasteland, water resources etc.

Visualise multi-resolution, multi-sensor, multi-temporal image data
Superpose administrative boundaries of choice on images as required

• Visualisation of AWS ( Automatic Weather Stations) data/information in a graphic view and use tabular weather data of user choice
• Fly to locations ( Flies from the current location directly to the selected location)
• Heads-Up Display ( HUD) navigation controls ( Tilt slider, north indicator, opacity, compass ring, zoom slider)
• Navigation using the 3D view Pop-up menu (Fly-in, Fly out, jump in, jump around, view point)
• 3D Fly through (3D view to fly to locations, objects in the terrain, and navigate freely using the mouse or keyboard)
• Drawing 2D objects (Text labels, polylines, polygons, rectangles, 2D arrows, circles, ellipse)
• Drawing 3D Objects (placing of expressive 3D models, 3D polygons, boxes)
• Snapshot creation (copies the 3D view to a floating window and allows to save to a external file)
• Measurement tools (Horizontal distance, aerial distance, vertical distance, measure area)
• Shadow Analysis (it sets the sun position based on the given time creating shadows and effects the lighting on the terrain)

Particular interest of ISRO/DOS would be to provide such functionalities to common man so that he/she adopts participatory approach with scientists to solve simple problems easily and interactively.

• Advanced functionalities to be provided in future versions
• Urban Design Tools (to build roads, junctions and traffic lights in an urban setting)
• Contour map ( Displays a colorized terrain map and contour lines)
• Terrain profile ( Displays the terrain elevation profile along a path)
• Draw tools (Creates simples markers, free hand lines, urban designs)
• Navigation map (to jump to and view locations in the 3D India)

You will be able to see the following data on Bhuvan

• Satellite imagery (LISS III , LISS IV along with metadata and Multi- temporal Data from OCM & AWiFS)
• Value added information (NADAMS “ National Agricultural Drought Monitoring System), Output of flood studies for certain areas,
• Thematic information (Wastelands, Soils, watershed,water resources related maps)
• Base layers ( administrative boundaries, transport layers, water bodies, etc)
• Census information
• Metadata

For more details visit: http://bhuvan. nrsc.gov. in/index. html

Do you Enjoy Being A PM?

One of the things that makes me wonder is when people introduce themselves as a project manager and you start talking to them about project management and then you realise they are not real project managers.

In fact the title of PM is very clearly defined.

1. The project must be controlled using a recognised project management methodology which varies by nature of Project, Country & Industry.

2. A PM does not define a project, only controls it. The PM controls only three aspects, time, cost & quality. The project is defined by the project board or consultant. If your project has no board, you are not a PM in the industry definition of the term. You are just a care taker.

For those that mange projects, it has to be one of the best jobs; every day is different, the achievement when a project goes well is fantastic (if not rare) and the way you have to deal with so many different people with different agenda makes it one of the most challenging. Change is a VERY difficult thing to accomplish - particularly on large organizations. Sometimes these projects don't go the way the owners wanted and get negative feedback. Thus PM become the scapegoats, though its not his creation and the (wrong) RFP was written by a "so-called" expert. However this is part of risk management and should be used accordingly. It is one of the few jobs that if done well goes unnoticed; the project was delivered on time and within budget that is expected and its not due to him. Projects get noticed when they go wrong and PM gets the credit for the failure. As non-technical (MBA) lobby is tirelessly trying to establish the notion - The secret to success is knowing who to blame. They are still not ready to take any lessons from this recession which happend because of this ostrich like approach of managers and decision makers.

I have also found Project manager to be a abused and misused term. I’ve been a project manager, technical specialist, QA/QC expert. I found that 90% of people don’t want change in their workplace, usually because it will adversely affect them. Situation becomes very alarming if there are people on client side who themselves don't want project to succeed as it may make them redundant (common in gov. projects). Contrary to that a failed/delayed project is good for their blame game approach. A project always creates change and rarely for the good for the people who are having it done to them by changing the status quo and throwing new challenges.

The term “project manager” is deliberately misconstrued by people who overestimate the earning potential of project managers. They wish to have associated with the term & include it on their CV as they think that this will a. get them a better paid job & b. give them some kudos by telling others they are a PM. I personally know many persons who following a project management awareness course or certificate course (few classes of powerpoint “this is a project” etc and online tests) added PM to their CV and started applying for PM jobs.

A project manager needs to be very good at pleasing everyone; they are blamed from all sides ehen the project is late/ over budget. Most of the times scope of work (SoW), time frames and budgets are unrealistic. Then there is the SoW and methods that the resources ( just hired in hurry) don’t understand and the sponsor (guy with the money) keeps changing because he started to understand SoW only when first delivery was made and invoice sent. You as the project manager have to deliver it to the same time frames and budget. Now who wants to be a Project Manager? Answer is obvious and thats the reason we see so many troubled projects and consequently co.s also?

ArcFM Developers Required

The candidate(s) should be able to work on the following activities:

Proposed responsibilities include:

Gather requirement and Preparing functional specifications document including;
UML based specifications, Logical Data Model, Preparing Design Documents, Physical Data Model Classes, Carrying out Application Development Work, Deliver new functionalities to existing GIS applications, Develop new functionalities to core software (ArcGIS / ArcFM)
Develop new GIS Applications, Emergency maintenance of existing GIS applications
Testing Application, Prepare Test Plans, Conduct Unit Testing, Conduct Functional Testing
Conduct Final Application Testing, Prepare User Manuals

The candidate is required to work in Bahrain at the end-client location.

B. Candidate Profile

The candidate(s) should have the following credentials

1. Graduate or Post Graduate in Computer Science or any related discipline
2. Familiarity with thin client tools such as Citrix and Windows Remote Terminal Services
3. Fluent with computer languages required for GIS development using ESRI and Telvent- Miner and Miner Tools
4. Familiarity with Oracle 10g and Access database
5. Fluent in English (written & spoken)

C. Experience

The candidate(s) should have at least three years of proven experience in:
1. Using ESRI and Microsoft Development Tools.
2. Data Modeling
3. Using SQL queries for Oracle 10g
4. VB6 and VB.NET for desktop applications
5. ASP.NET & VB.NET for web applications
6. ESRI ArcGIS 9.x (ArcObjects) / M&M AcrFM 9.x object library for desktop development
7. ESRI ArcGIS Server 9.2 / 9.3 for web development
8. Developing tools for Electricity and Water Utility networks

D. Contract Period

• The candidate(s) would be required for a minimum of five months during the yearly contract. The minimum duration of a given assignment (could be one or multiple tasks) would be for two weeks per developer.
• The duration required for a particular job would be mutually decided and accordingly the candidate would be deployed on site.
• Within two weeks from a request the developer should be made available for working on site.

Send your resume to ajaysrivast@gmail.com

Habits of a good manager

Read the full article 1st: The Seven habits of a typical bad manager

http://www.linkedin.com/redirect?url=http%3A%2F%2Fbit%2Ely%2F7HabitsBadManager&urlhash=ulwE&_t=disc_detail_link

I would like to add few more comments from readers across the world that you would also like to hear and may help 'some of us' in becoming a 'good manager' also.

• Always insecure and relying on shouting (lung power instead of brain power) to understand in attempt to fix any problem.
• Concentrates more on discussing things that are low on priority or any past mistake by others.
  
• Managers who doesn't believe what their Project leads says and make everything an open issue for brain storming. They take every issue with suspicion and wanted to clarify the same issue with some one whom they trust but has lesser knowledge. Suggestion- If you are unable to comprehend an issue related to technology, pls trust the people who are experts in that particular area and have the issue escalated for appropriate support instead of doing R&D to justify his ignorance by saying "its not rocket science".
• Constantly demanding your employees work faster, even when there's no pressing deadline and no road map.
• Trying to guilt-trip or bully your employees into doing what you want to make stories to save his skin than solving the problem.
• Takes two weeks to make a decision on even the most menial topics.
• People who worked would never be promoted because then there would be no one to do the actual work.
• Stealing the show from their subordinates - Often it happens that when the focus is on the success and easy bonus, these bad managers will depict them as the real achievers without any shame.
• Not owning the failure - This is again similar but reverse to above point, in case of failure, they dont own it, but scold the subordinates in front of everybody.
• Unwanted advise to peers - These bad managers will always poke nose in to others work and try to prove that their peers are less competent than themselves. They always give advise to others just to prove that they know better..
• Enough already with a spreadsheet that tracks everything from deliverables to the color socks you wore at the launch meeting. You gotta be engrossed in it 6 hours a day to understand how it can help you.
• They have no clear definition of direction where the organization is supposed to move to.
• Bad Managers treat people like equipment.
• The manager is always busy creating reports of work to be accomplished, but nothing ever gets accomplished because he is busy having his staff create pretty reports.
• The lack of common sense is the worst "habbit" could happen to a someone.
• There are managers who have bad sense of humor. They're always angry because they think it's going to get the team more productive.
• Acceptable sub-ordinates are those who dress like them, talks like them, and always agree with them.
• I see more managers who are good dressers than good planners. Seriously. I previously did audits for a very respected multinational company.
  
• A lot of folks want to be "managers" for the pay and power and career progress NOT because its their forte. In my last job, one chap was an engineer and he was promoted to manager the next day with zero training. You would not promote an air steward to pilot just because s/he has put in the time would you ?. s/he will be a really bad Pilot because he will be pretending whole day to be a genuine pilot. Long story short, often its not a person's fault when they are "Bad". Its fault of the person who hired him. He is doing the best he can do (ie pretensions).
  

Now My Comments:

1. I don't trash everything mentioned in the articles or the comments in the name of optimism and positively. You can always take lessons from such debates. Many so-called senior people may not agree with most of the things but these may help us in understanding the reasons for the last few failed projects in your co.. If you also don't agree then you are also among those bad managers who are misfits in the co. and thus screwing it everyday. Again, its not always persons fault when they are bad. Someone in the co. is responsible for breeding that culture of incompetence. Incompetence is a contagious disease that's is usually spread by few persons at the top. I have no doubts about it.

“Surround yourself with great people. Where you have intellect and brains, you’ll find the right answers.” Bad Managers can be changed into Good Managers, if they realise their weaknesses and improve themselves to have more confidence and less pretensions to survive in the business. Its a task that only they can do it for themselves. Buying degrees and certificates will not help much. Most of these bad traits have been noticed in the managers who lack subject knowledge and understanding of business and rely too much on commercially off-the shelf degrees and certificates to stay in the market. Its one who is suspicious about everything he listens from his own experts/staff and then relies on things from people who are not equipped to tell him the complete thing.

Many thinkers have taken different stances on describing this common crisis affecting the corporate world, but one thing is for sure, that one reason remains the same for all, and that there is a bad managers hidden somewhere within all of us and these things are helping in the rise of "Rajus"( small or big) in every organization.

And the one solution - The world needs to go back to the mantra of atleast some minimum level of honesty, work ethics and lesser drama to prove that "I got it coz I Deserve' it in the work place.

2. There should not be any PM who doesn't understand the domain and visualize the ultimate business needs of clients beyond the SRS document. A minimum level of first hand knowledge is required if not the expertise. 'General knowledge' is not usable knowledge because most of the time it is acquired by PMs during crisis when the problem is full blown. Its good for time pass only. They do a lot of miss-communication also and then create additional problems for the team. Domain knowledge helps a lot in the early stage of project when most of the challenges are identified and a lot depends on the PM to choose the right options and share the knowledge of his team members as well as the client. Usual manager who entered riding on degrees like MBA and certificates like PMSs etc alone will have no oversight and long term perspective and at the end totally fail in understanding these aspects and give undue importance to usual planning stuff like cost etc to show he is doing his best and only he can understand these things. Fact of the matter is that it doesn't help any way without the understanding of real issues affecting the project success. An ill conceived project will cost you many times more than initially planned no matter how many hours PM (with domain weaknesses) spends on planning and discussions.

Leader, Fake Leaders & their Managers

Lets discuss a real case study to understand the importance of this issue. General Motors and the MASSIVE failure on so many levels by that once mighty company. After all what went wrong. Can we blame only rising oil prices in 2008 for its failure? NO. Its all a leadership failure. Many people saw the crisis coming but there was also a lot of "whistling past the grave yard," as people hoped that this would not turn into a crisis. There was no real leader who had the guts to address these issues in GM and other co.s following the "American model." of management and marketing. That is the problem with this easy bonus culture. Everything is fine till you are getting more than what you deserve. Tomorrow is just another day of month in that organization. Is there anyone in America that want to argue against the fact that for 30+ years GM had fairly good management but NO LEADERSHIP? Who was looking at the foreign car manufacturers and doing some basic math and bench marking. The over riding reason for the failure of these companies is the failure at ALL LEVELS of management to have focus on the future and the will to do what was necessary.I am sure they have best of the managers (with degrees from best instt. & certificates like PMPs etc) and some "Leaders" too. Managers who refuse to take ownership and accountability both. They are just 'game players' who are more concerned about keeping the ball in other court and few reports on their laptop monitor. They could have done better. It is not rocket science but it does take commitment to a better way of doing things, a commitment to curing the common workplace. There are Leaders who pretend to understand everything, are great orators but lacked FOCUS, because they are not genuine stuff. Result is the poorly defined business needs and failed projects. There are many parts to that word "FOCUS" as it applies to business. One of the keys is that an organization has balance between the tactical world of what do we need to get done and what to we have to start working towards, strategically, so we will be ready to get it done in few years from now today.

http://hbr.harvardbusiness.org/2009/06/the-buck-stops-and-starts-at-business-school/ar/1

Developers, GIS Technicians & Surveyors Required

Our Utilities & Survey Div. in Bahrain has multiple openings for qualified Developers, GIS/ CAD Technicians & Surveyors to perform intermediate technical work generating and maintaining engineering (electric and water network) data and drawings. Must be able to work in field and office environment. Candidate must be able to generate engineering drawings related to system mapping, construction standards, or others as needed. Must be able to convert geographic information to digital data to prepare maps and integrate related engineering information. Knowledge of surveying, mapping techniques and principles, tabular and graphic data display, and computers a must. Education and experience equivalent to Degree/Diploma in EE, CE and/or related sciences with CAD or GIS experience. Experience with ArcGIS, AutoCad, GPS, TS equipments, and electric utility operations preferred. Possession of valid driver’s license required.

1. Electric GIS/ CAD Technicians

• responsible for transferring feeder information(cable type and size, feeder connectivity information, phasing, device placement, line and substation layout) and design from survey inputs to GIS.
• responsible for reading wire information (voltage, phasing, primary lines and secondary lines, types of wire used) from planning drawings and transferring it to digital format

2. Water Network GIS/ CAD Technicians

• responsible for transferring mains, valves, service pipes, customer information etc from survey inputs to GIS.

3. ArcFM Developer (Experience on .Net, Oracle, ArcGIS Server & ArcFM)

Apply: ajaysrivast@gmail.com