Developers and happiness: How to increase your developer group’s mojo
Two methods to maintain proper interrelationships
Try to divide your communication evenly with everybody in your team, no matter which group the person is. If you are positive, attentive, and nice to everybody, you will see an uplift in the atmosphere. Usually, the in–group gets more time and communication, and you need to make communication even. These are the ways for you to implement it:
Hire not only technical skills but also communicative
Managers must learn to hire developers who appreciate and comprehend the importance of good and effective communication, and those who are flexible enough to get their point clear and strengthen relationships. Technical skills are doubtlessly essential; however, flexibility in communication is a basis for technical skills to be implemented fully.
Many managers even conduct so–called ‘culture–fit’ types of interview, searching for particular developers who will suit the culture and atmosphere of their company. This is a nice step, but also consider extra questions that show how the candidate communicated with managers in past. It will provide you with much deeper answers you are looking for, and you can find the perfect people for your team.
Keep your meetings regular
Bruce Tulgan, in his book about managerial problems, writes that, when a problem in the company arises, most of the time, it’s tracked to a simple failure to communicate. Employer – manager meetings are the foundation that makes and supports solid connections amongst administrators and designers. Employer – manager meetings aren’t just a status thing, an appointment, or even a coffee–break talk. These communication episodes give a private, safe place, where leaders input resources into their group, trust is maintained, and mutual respect is present.
Employer – manager meetings are actions intended to construct profound professional trust, tell about upcoming trainings or growth possibilities, and provide the developer a safe and comfortable place to give the manager the real opinion needed for everybody to progress.
When was a tech manager, I thought of manager–employee meetings as useless meetings that must be shortened, and the time should be dedicated to real work. However, this negligence turned out negatively.
Regularity and stability are main principles of such meetings. If you view employer – manager meetings as an investment, you will understand cancelled meetings prevent normal communication and lead to misunderstanding. You need to maintain regularity and make those meetings stable to show the seriousness of your steps.
You need to understand that not every meeting is similar. You need to discuss the details of the project, give your opinion about it, and get the same from your employee. Also, ask employees to provide commentary on how they will handle the project and how they feel about it. It will ensure both parties know the tasks and needs maintained
Some managers argue employer – manager meetings are not as effective as an open–door policy. Grace Sounders comments that, when you have your employer – manager meetings scheduled, you have no time to prioritize, and when you cancel one, it leads to misunderstanding.
However, managers also understand that not every person will use this open–door policy, as they are shy and are afraid to interrupt with unimportant questions. So, if the manager doesn’t lead employer – manager meetings, developers have only themselves to consult on every question and on the question of priority of what they are doing. It leads to misinterpretations and often wrong decisions that could have been prevented.
How to bring the mood and motivation back
It is easier to think that new activities for developers are enough to boost their mood and motivation; however, it is not. A lot of developers quit, not because they are tired of the project or type of code they work with, but because they were dissatisfied with management.
Lots of programmers love the technology and platform they are working on, despite its version. If you ask them why they like their work, though, there are seemingly better or more innovative projects around – they will answer they like their leader, company, colleagues, and the work.
It can be achieved by regularity, mutual respect, and a safe or stable atmosphere. Work in the format of dialogue to listen to what your employers can tell you. This is the atmosphere you should reach for.
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