From Struggle to Success: The Story of a Manager Who Broke All the Rules

The Challenge

The year was 1998/99, and I had just taken on a new role in my company that involved larger managerial responsibilities. I had just returned from Brussels after working for about 5 years there. I brought three critical product development and support deals to execute at offshore, one from Brussels, one from the Netherlands, and one from Germany.

However, when I arrived back in Bangalore to manage these outsourced product engagements, I discovered that there was a gap between the expectations of both myself and the team responsible for delivering on these deals. Having brought the deals based on my knowledge of the products and my rapport with the sponsors, I knew I had to do something different to be successful.

The Solution

Determined to bridge this gap, I searched for a solution and came across a book called "First Break All the Rules" by Marcus Buckingham and Curt Coffman. The book was hot from the press at that time. The book emphasized the importance of focusing on the unique strengths and abilities of each individual employee. It encouraged managers to break away from traditional approaches and create a positive work environment that allows their employees to thrive.

As I delved deeper into this new management philosophy, I was reminded of a book I had read years before, "Jonathan Livingston Seagull" by Richard Bach. The book tells the story of a seagull who refuses to conform to the flock and instead seeks to find meaning and purpose in his own life. I realized that my team members were not mere cogs in a machine, but individuals with unique strengths and abilities.

Implementing the New Management Approach

By focusing on their individuality, we were able to create a positive work environment where they could thrive and succeed.
 

We also introduced a series of changes to the work environment. We created a culture that encouraged experimentation and continuous improvement. We emphasized the importance of collaboration and communication between team members. We encouraged team members to take ownership of their work and to take the initiative in finding new solutions to problems.
 

One of the key changes we introduced was the concept of tech talk sessions. These sessions provided an opportunity for team members to share their knowledge and expertise with one another. They were able to showcase their unique strengths and abilities and learn from each other in the process.

Achieving Success

The response from my team was amazing. They were eager to embrace the new approach and welcomed the opportunity to showcase their unique strengths and abilities. They were excited to work collaboratively and experiment with new ideas.
 

As a result of our new approach our team members started to work more collaboratively and were more productive than ever before. We were able to deliver on the three critical product development and support deals from a global leader in financial messaging networks headquartered in Brussels, a cool product company in the Netherlands, and the production division of a major car manufacturer based at Rastatt, Germany. Additionally, we set new standards for the development of next-generation products.

The Importance of Support and Learning

The success we achieved was also due to the support we received from senior colleagues and management in Bangalore and Chennai, and our customers.
 

By focusing on the unique strengths and abilities of each individual employee, and by creating an environment that encouraged experimentation and continuous improvement, we were able to create a positive work environment that allowed our team members to thrive.

Now

Today, many years later, I continue to practice Agile Motto principles in my management style, and I still encourage team members to share their knowledge and expertise through tech talk sessions. I am grateful for the valuable lessons I learned from "First Break All the Rules" and "Jonathan Livingston Seagull," and for the support of my colleagues and customers in the process. I highly recommend these books and this management approach to any manager who wants to create a positive work environment and help

References

[1] Buckingham, M., & Coffman, C. (1999). First Break All the Rules: What the World's Greatest Managers Do Differently. Simon & Schuster.
[2] Bach, R. (1970). Jonathan Livingston Seagull. Macmillan Publishers.
[3] Beck, K., Beedle, M., Bennekum, A. V., Cockburn, A., Cunningham, W., Fowler, M., ... & Kern, J. (2001). Manifesto for agile software development. Agile Alliance.