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- 1.1 Building a Site from Scratch
- 1.2 Growing a Small Site
- 1.3 Going Global
- 1.4 Replacing Services
- 1.5 Moving a Data Center
- 1.6 Moving to/Opening a New Building
- 1.7 Handling a High Rate of Office Moves
- 1.8 Assessing a Site (Due Diligence)
- 1.9 Dealing with Mergers and Acquisitions
- 1.10 Coping with Frequent Machine Crashes
- 1.11 Surviving a Major Outage or Work Stoppage
- 1.12 What Tools Should Every SA Team Member Have?
- 1.13 Ensuring the Return of Tools
- 1.14 Why Document Systems and Procedures?
- 1.15 Why Document Policies?
- 1.16 Identifying the Fundamental Problems in the Environment
- 1.17 Getting More Money for Projects
- 1.18 Getting Projects Done
- 1.19 Keeping Customers Happy
- 1.20 Keeping Management Happy
- 1.21 Keeping SAs Happy
- 1.22 Keeping Systems from Being Too Slow
- 1.23 Coping with a Big Influx of Computers
- 1.24 Coping with a Big Influx of New Users
- 1.25 Coping with a Big Influx of New SAs
- 1.26 Handling a High SA Team Attrition Rate
- 1.27 Handling a High User-Base Attrition Rate
- 1.28 Being New to a Group
- 1.29 Being the New Manager of a Group
- 1.30 Looking for a New Job
- 1.31 Hiring Many New SAs Quickly
- 1.32 Increasing Total System Reliability
- 1.33 Decreasing Costs
- 1.34 Adding Features
- 1.35 Stopping the Hurt When Doing This
- 1.36 Building Customer Confidence
- 1.37 Building the Teams Self-Confidence
- 1.38 Improving the Teams Follow-Through
- 1.39 Handling an Unethical or Worrisome Request
- 1.40 My Dishwasher Leaves Spots on My Glasses
- 1.41 Protecting Your Job
- 1.42 Getting More Training
- 1.43 Setting Your Priorities
- 1.44 Getting All the Work Done
- 1.45 Avoiding Stress
- 1.46 What Should SAs Expect from Their Managers?
- 1.47 What Should SA Managers Expect from Their SAs?
- 1.48 What Should SA Managers Provide to Their Boss?
This chapter is from the book
This chapter is from the book
This chapter is from the book
This chapter is from the book
1.29 Being the New Manager of a Group
- That new system or conversion that’s about to go live? Stop it until you’ve verified that it meets your high expectations. Don’t let your predecessor’s incompetence become your first big mistake.
- Meet all your employees one on one. Ask them what they do, what role they would like to be in, and where they see themselves in a year. Ask them how they feel you can work with them best. The purpose of this meeting is to listen to them, not to talk.
- Establish weekly group staff meetings.
- Meet your manager and your peers one on one to get their views.
- From day one, show the team members that you have faith in them all—Chapter 33.
- Meet with customers informally and formally—Chapter 31.
- Ask everyone to tell you what the problems facing the group are, listen carefully to everyone, and then look at the evidence and make up your own mind.
- Before you comment, ask questions to make sure that you understand the situation.
- If you’ve been hired to reform an underperforming group, postpone major high-risk projects, such as replacing a global email system, until you’ve reformed/replaced the team.