Imagine a fantastic software engineer who’s been working for the same team on the same system for a few years. Before long, she gets promoted. Her colleagues and direct reports love her, but despite getting more responsibilities, she’s growing tired of the same set of technical challenges.
A team is being put together elsewhere in the company in order to build a new system, and she has her eye on that. So she decides to approach her manager about it.
WHY INTERNAL TRANSFERS ARE SO RARE
At many companies, this type of request isn’t greeted too enthusiastically. Plenty of organizations have official policies on internal transfers, but they’re seldom utilized as much as they could be. I once had a manager who would say that a team member of theirs “quit” when they transferred, and actually tried to prevent that from happening. A colleague of mine says he once got scolded by a manager who found out he was using the internal jobs site, and was then “forgiven.” In these situations, company culture undermines company policy.
PLENTY OF ORGANIZATIONS HAVE OFFICIAL POLICIES ON INTERNAL TRANSFERS, BUT THEY’RE SELDOM UTILIZED AS MUCH AS THEY COULD BE.
Explicitly or implicitly, when the opportunity to apply your skills in a different part of the company is discouraged, you’re more likely to jump ship altogether.
For managers, though, it comes down to weighing the costs and benefits. If you discourage or outright reject the transfer request and keep that team member on board, you will:
- Have a demotivated and unhappy employee on your hands.
- Deliver a clear message to the rest of your team that there’s no leaving this group; there’s only leaving the company.
- Eventually—usually within six months—be handed a resignation letter.
If you say yes, you’ll no longer have the great employee on your team, but will:
- Have the opportunity to negotiate when they can transfer (e.g. one or two months, which is far better than two weeks’ notice), so you’ll have enough time to recruit the right replacement and bring them fully up to speed.
- Deliver a clear message to the rest of your team that you can have a career here and not just a job.
- Retain a talented and happy employee who keeps using their expertise on behalf of the company.
GIVE THE GIFT OF GROWTH
Some companies actually excel at letting their top employees move around within the organization in order to develop their skills. GE, for instance, has been known to approach top performers who’ve been in their roles for around one-and-a-half to two years and ask about their next position in the company. The point is to get the best people to stick with GE for the long haul and develop a career there.
For employees, the question is when, whether, and how to ask managers about the possibility of transferring to another team. Some companies don’t require you to do that, but some do. Regardless, those conversations should happen, and managers should encourage them. The ideal manager should be a partner to employees, not someone to hide from. Interest in working elsewhere within the company should never be a dirty secret or interpreted as a critique of a manager’s leadership style.
EMPLOYEES WHOSE CAREERS YOU’VE HELPED ADVANCE WILL REMEMBER THAT
Personally, I’ve had two people approach me about transferring to other groups during the past six months. One person wanted to increase the breadth of their experience, and the other wanted to be in the group focused on services (back end is their passion). Both of those employees brought a lot to my team. But after talking it out with them individually, I said yes to both. I knew they’d be able to grow and follow their passions, and it was my job to encourage that.
Sometimes managers are in a tough spot. What should you do if you’d like to help your employees grow in a different part of the company, but the organization frowns on that? Some managers’ judgment will be questioned if they let top performers leave. That risk is real, but it’s better to err on the side of doing right by your employees.
If you do, you’ll ultimately be doing right by your company, too—even if it isn’t exactly seen that way. The reality is that people now change their employers more often than ever, so minimizing that churn can be a good thing. What’s more, employees whose careers you’ve helped advance will remember that. You may be losing someone great now, but they might come back into your professional life sooner than you’d expect.
Post originally appeared in Fast Company.
I believe in the engineering team using Cobol and Fortran ’77 (so much better than ’66) to develop the best modern websites. I believe in them using note cards and excel files and Jira and Trello to organize the Agile Product Backlog, and using nothing at all. I believe in the teams having a leader and having no leader. I believe in what the team wants to do.
While a bit tongue-in-cheek, I truly believe that a successful, innovative, and evolving organization must encourage its members to decide how they get the job done. Trust the team to find what works best to achieve their goals, which of course should be aligned with the company goals. The effective leader provides vision, values, and transparency. The leader must protect the team by setting up the metaphorical guardrails by the cliff’s edge, but between those guardrails create an open and fertile environment for the teams, who are professionals and most likely smarter than the leader (that’s why you hired them!), to do what they do best.
If you want to achieve the best, get out of their way and trust!
That said, how do we prevent the organization from falling into chaos where one team is using Clojure, another Haskel, another Go, another Agile, another Waterfall, ad-infinitum? If we allow that sort of chaos to ensue, the engineering team will have serious issues with business continuity (shoot, Bob the Cobol guy just left – who here knows Cobol, anyone, anyone, Bueller?), hiring, and maintainability. The other extreme, which large organizations often adopt, is a regimented approval process for all technology, down to the version level. Do you want to use Scala 2.11.7? Well, write up a report, submit to the engineering committee, POC, review, and 6 months later and dozens hours of your time, maybe get Scala on the restricted list. Maybe.
But there is a better way to do it and that is Managed Chaos.* Chaos can be detrimental, but if properly managed, it can be a powerful tool for an engineering organization to embrace innovation and drive the business forward through technology. When the engineering team comes to you asking to use Cobol, say, “Yes! I support you. But, I do have some questions. Where do you plan on finding Cobol engineers? What about mainframes? I don’t have any here. Also, can you build websites in Cobol? Didn’t know that. How will you leverage other teams to get the help you need since no one here knows Cobol?” If the team has justification and has reasoned out how this will drive the product and team, allow the chaos to happen. You have managed the chaos by asking the right questions, thinking things through, and aligning to the business and product. You have embraced change that can drive the business and product forward by giving your team control (e.g. the tech stack).
Create a great engineering environment by giving your team control.
What you really are trying to avoid is the “Oh, yeah, we should have thought of that” statement after the fact. For example, if our Data Science team wants to start using MongoDB and our Platform team wants to use Cassandra, that is totally fine if they have thought it through and discussed why each team needs to use a different no-sql databases. That is Managed Chaos. We don’t want to have the discussion 6-months after implementation and say, “I guess there is no reason we couldn’t have used the same.” That is just chaos.
Another example is from a recent decision by one of our Agile teams at TheLadders. Most teams are either singularly use either Jira or Trello. However, one team for our Professional website decided they want the Product Owner to create user stories in Jira and the Engineering Tasks be broken down and estimated in Trello. I was dubious – really, both? Isn’t that, well, chaotic? It isn’t. The team had thought though the complexity and determined it worked for both the product owner and engineers, and I’m happy to say they were right.
In conclusion, don’t be afraid of change, don’t be afraid of the decisions your team makes, and don’t be afraid of managed chaos.
* Managed Chaos is similar in concept to Fractal Organizations. Below is a great description from Pravir Malik on how a Fractal Organization works:
“In meta-theory all instances of organization, from the smallest, such as an idea or a person, to the largest, such as global markets and planet earth herself, are fractals: the essence of their way of being is repeated on scales both smaller and larger than themselves. There is however, a particular class of fractals, that of progress, of which The Fractal Ladder is an ever-present manifestation, which spawns organizations that are truly progressive and sustainable in nature. In the scheme of things this class of fractals is of critical importance, and to master its replication and to fully understand the impact it will have in creating sustainable and dynamic organizations is a practical necessity.”
Here is a run down of the podcasts I subscribe to using my favorite app (Downcast). While these are not all of my subscriptions, they are the ones I actually listen to.
- Planet Money – You would think it was on personal finance (being named Planet Money and all), but it goes way beyond that. I just listened to a podcast on the app Haystack (sell your parking space). From their site: “Imagine you could call up a friend and say, ‘Meet me at the bar and tell me what’s going on with the economy.’ Now imagine that’s actually a fun evening. That’s what we’re going for at Planet Money.” And it is fun!
- Hardcore History – Dan Carlin is amazing. He creates a historical narrative that is engaging, informative, and entertaining. I listened to a 5 part series on Genghis Khan – it is that good!
- TechStuff – Not as polished as some of the other podcasts, but the 2+ parters are just plain good. I really enjoyed the ones on Atari and HBO.
- Serial – Ok, if you’ve haven’t heard of this podcast then you’ve been living under a rock. The most famous, downloaded podcast in the history of podcasts. It follows the story of convicted murder Adnan Syed and makes you ask if he really did it. I say he….
- StarTalk – Dr. Neil DeGrasse Tyson himself with with Bill Nye or a comedian join forces to explore the mysteries of the universe. My favorite are the Cosmic Queries where Neil answers reader question off the top of his head…his brilliance shines.
- Radiolab from WNYC – Moving stories that either make you think or on pull your heard strings. Sometimes I don’t listen to them while I’m driving because they are too intense.
- StartUp – A series about, you guessed it, startups. The first season was about how Alex Blumberg left his stable job at NPR to create his own startup media company (Gimlet Media). Season 2 follows Dating Rink, a dating startup. Extremely entertaining if you are into the startup world.
- Reply All – The second podcast series from Gimlet Media about the hidden corners of the Internet. Some of the episodes are misses, but some real gems exist.
So there you have it! Enjoy, and I hope this helps you discover something new.
It has been a long time since I last posted, but with today’s Apple Watch reviews coming in, I thought it would be an excellent opportunity to start my New Year’s resolution of posting weekly…a little late, I know. A special thanks to John Sonmez @jsonmez for his inspiring podcast on Developer Tea.
Since I don’t have an Apple Watch yet, I won’t attempt to give my own review (funny if I did). However, I’ll provide the best overview I’ve yet found on the Apple Watch – a summary of review across the blogosphere at The Tech Block. I also suggest checking out the USA Today video of using the Apple Watch in the real world.
The overall sentiment is:
- The Apple Watch is amazing!
- The best smart watch out there.
- Do we really need it? (if you recall, the same was said of the iPad)
- The watch is for pioneers…a 1.0 product.
The big question I have is should I spend the $$ now or wait until the 2.0 version?
Update: I think I will. :)
I recently purchased the plastic version of the Pebble Smart Watch, made by Pebble. For those who may not know the history of Pebble, here is a two second intro: Eric Migicovsky couldn’t get funding for his smart watch idea, turned to Kickstarter, got $10.2mm, sold over 250,000 watches, just introduced a second (kinda) version called the Pebble Steel that looks nicer, but is essentially the same watch. Got the picture? I just have to say I love my Pebble. Instead of wearing some of my much-too-expensive designer watches, I often wear my Pebble. However, just because my geekiness has an affinity towards the Pebble doesn’t mean it is a consumer product yet.
The Pebble has a lot of things going for it:
- Notifications and calls are never missed. Your phone can be in the other room or your backpack and when a call/notification comes, the Pebble will start vibrating and glow. You can then either read the message or accept/reject the call.
- The charge lasts a long time for me – around 5 days (though others have said it only last 3 days) due to Pebble’s use of e-ink technology. The same e-ink used in the Amazon Kindle that allows you to read the screen in direct sunlight, go for several days without a charge, and is easy on the eyes.
- A plethora of watch face and a number of apps – Pebble distinguishes a watch face as your standard, albeit sometimes funky, clock that can be run continuously and an app as having more depth and functionality that isn’t run all the time. Some of my favorite watch faces show funky numbers for the time and the latest weather. One of my favorite apps is PebbleBucks that gives me my Starbucks Rewards barcode for quick scanning at the counter.
- Light. The Pebble is incredibly light weight and waterproof to boot!
While all the above points makes a great product, it still doesn’t mean the product is consumer ready. Here is a test, would you recommend the product to your non-tech savvy relative? Would this be the next Christmas gift under their tree? Unless I wanted to spend a week as their help desk, no way. iPad, no problem. Pebble, nope, at least right now.
The Pebble has a few problems:
- The interface is confusing on both the device and the newly introduced Pebble app store. Simplicity is needed.
- The current offering of apps and overall functionality are just not that interesting. As my wife said after showing her the Pebble, “Is that all it does?” With your attention drawn to so many outlets: computer, TV, iPhone, iPad, etc, another device that essentially just vibrates when you get a text isn’t worth it to the mass-consumer audience.
- It’s ugly. Hands down the plastic version is U.G.L.Y., and the newly introduced Steel with the “Pebble” embossed logo is just campy. Pebble needs a Jony Ives to bring the device to the next level.
The current version of the Pebble has incredible promise and shows what the future might be for wearable tech. I’m excited to even own one and trying to develop an app or two. However, for the wearable tech smart watch space to take off, a more engaging, higher value proposition device needs to be introduced that is fun, beautiful, and lasts a long time between charges. In other words, while we sit here using the equivalent of an Apple Newton, the mythical Apple iWatch is what we are all waiting.
I recently presented at the Rally Agile Executive Talk Radio program on how best to approach the Daily Scrum (or Daily Standup for those non-Scrum folks). It was a quick talk – about ten minutes – and I thought it would be interesting to share the presentation.
Enjoy and let me know what you think!
There doesn’t seem to be many Twitter Lists of the top iOS developers out there – you would think Googling would bring up dozens of results, but it doesn’t! So here is a great start to a Twitter List of the top iOS mobile developers to follow. Click here to follow the list.