FAQ — Technical Leadership and Management

Communication

Let's face it — most techies are (stereotypically) not noted for their "superb communication skills" — especially when it comes to interacting with non-technical people. In fact, non-technical people often feel that techies are from another planet (or at least a far distant country) and the feeling is usually mutual. However, do not allow yourself to lose sight of the fact that open and effective communication is critical, both in terms of your success as a leader and the success of your people in meeting their goals.

Your people need you to facilitate intra-group communication and to act as their representative to the world outside their group — with other technical types, cross-functional project groups, upper management, clients, and vendors. This need to maintain clear and open communication is the essence of your role as liaison.

In addition, you have the honor of establishing an appropriate image for both yourself and your group. In fact, as the leader and/or manager, you are the public "face" of your group(s). It is your responsibility to further the interests of your group and to ensure that their needs and aspirations are taken into account in the ongoing dialogue over company policy and during strategic planning.

Cultivating Strategic Relationships

As liaison/advocate for your group(s), you need to establish and maintain open lines of communication and effectively cultivate relationships with people at many levels within and outside your organization, including (but not limited to):

• People within your department but outside your group(s)
• People in other departments or divisions
• Support staff (administrative, clerical, operational, etc.)
• Management (upper and peer)
• Clients
• Vendors
• Media people

Your group of key contacts may also include any person who may have influence over or with your group, or who may be able to provide useful information, insights, or services related to the work and that you and your group(s) pursue.

Cultivating your relationships with these individuals is both prudent and strategic. Would you rather deal with people you know (and who know you), or strangers? In most cases, I would bet good money that you'd rather deal with the former. So, why wait until an emergency or a time of great need to get to know those who can help you? You shouldn't — it's way too late by then. At that point, you are at the mercy of strangers who may or may not have your best interests at heart.

Developing the Right Skills

As a liaison, your responsibilities may include:

• Scouting — to gather intelligence that will aid your group and their work
  
  
• Alignment — of your people and their work with the needs and goals of your company and your clients.
  
  
• Procurement — to seek and procure the resources (human, material, informational, and financial) that your people need to succeed.
  
  
• Managing Expectations — to ensure client satisfaction.
  
  
• Projecting Image — as the visible representative for your people, you become their symbol in the outside world. You must be seen as knowledgeable, ethical, forthright, insightful, articulate, likable, influential, and have a good reputation in your industry.
  
  
• Being an advocate — to champion the best interests of your people and group; you become their "voice." A strong advocate promotes trust and bonding, while a weak advocate promotes mistrust and individual/group self-interest.
  
  
• Insulate and buffer — you must insulate your people from disruptive external forces like company politics and infighting, and act as a buffer in times of change so that your techies remain focused and productive.
  
  
• Recruitment — locate and attracting the right people, who are not only suitably talented, but who also fit well into your group culture.
  
  

If you find the role of liaison to be intimidating, don't worry. No one expects you to be perfect at it right away. However, you will improve your confidence level if you make a start (no matter how small) right now, today, and then add a steady progression of small steps each week.

The challenge with the liaison role is to make your interactions count, by interacting on a more regular basis and with greater focus on the quality of the relationships you build. Remember, people can be interesting, challenging, and a lot of fun all rolled together. Just give them and yourself a chance. If you remain flexible and maintain your sense of humor, you'll do fine. Try it, you'll like it!

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