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One of the ironic things about implementing processes and
building teamwork that enables a group to complete all its
work on schedule without the need for people to pull all-
nighters or work weekends on a regular basis is that you
make it look easy; if no other group in the company
manages to achieve this same happy state, people look
at yours and think they must be slacking off. It's another
reason why managers need to devote some time and
energy to making sure the achievements of the team and
its members get visibility and recognition from upper
management.
Don't wait for your boss to comment on your team to
have that conversation again.
Gene Kim-Eng
----- Original Message -----
From: "John Rosberg" <jrosberg -at- interwoven -dot- com>
> Once in a while, my boss comments on the lack of "fire" demonstrated by
> the folks on the team.
>
> I went on to point out the fact that we've never held up a release, that
> we support increasing numbers of products/features with a group of
> constant size, that the work is done well, on time, and with a minimal
> amount of support from R&D.
>
> I said I was much more interested in helping to develop a sustainable
> group that would meet the stated requirements over the long term, rather
> than being part of a team that is known for all-nighters and high
> turnover.
>
> We have this conversation about once every third quarter -- so far, he's
> always agreed.
>
> Phew.
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