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WHAT NOT TO DO
Paul Perrotta, Director, Shared Content Services
Juniper Networks Information Experience
Expect different results by doing something new
AGENDA
Introduction
Decision-Makers
Success
Examples
3 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
A LITTLE ABOUT ME…
• 25+ years in technical communication
• 18+ years in management
• BS, Technical Writing & Editing, from Carnegie Mellon University, Pittsburgh, PA
In General
• Director, Shared Content Services, Juniper Networks (March 2012 to Present)
• Retirement (March 12, 2010 to March 12, 2012)
• Senior Manager, Technical Documentation, Network Management Technology Group, Cisco (2000 to 2010)
• Acting Account Mgr, EDS, at Fujitsu Microelectronics (1998 to 2000)
• EDS Operations Mgr and Acting Director, Technical Documentation, Pyramid Technology (1994 to 1998)
• Manager/Writer at Pyramid Technology (1990 to 1994)
• Writer at IBM/ROLM Systems (1985 to 1990)
Career Landscape
4 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
ABOUT THIS SESSION
My experience in high-tech during good/bad
times
Tech Pubs, Tech Docs, User Assistance,
Information Experience, Customer Learning
In general we were not well-regarded
It doesn’t have to be that way: we can be successful business
partners
5 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
Confusion of purpose
High cost: people,
tools, delivery
Long dev cycle
We’re “special”
“We make books”
We are artists
TechDocs
THE WAY WE WERE
Confusion of purpose High cost:
people, tools,
delivery
“We make books”
We are artists
Long dev cycle
We’re “special”
TechDocs
We do not understand our
value well enough and we do not
articulateour value to the
right people.
6 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
DRAMATES PERSONAE
VPOperations
Sr. Mgr.
Prog Mgmt
Mgr.,
Labmgt
Sr. Mgr.,
Tech DocsMgr., Web Services
Sr. Mgr., Business Planning
VP Engineering
Director, Dev Team
Director, Dev Team
Director, Test Team
Sr. Mgr, Tech Docs
Sr. Mgr., Prog Mgmt
SVPMarketing
VP
WebTools
Director
Operations
VP
User Assist.VP Customer Experience
VP, Partner Programs
7 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
THE GOAL: BUILD A BUSINESS PARTNERSHIP
General Behaviors• You agree on the problems you’re trying to solve• You have a common or related strategy• You’re consistent• Focus is on the business
Behind the Scenes: Building Trust• Confidential information• Customer and business focus• Do what’s right• Represent one another
8 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
INTERNAL DECISION-MAKERS
Who in the org makes decisions?
• Project funding• People funding• Performance• Equipment• Tooling /
environment
Is the decision-maker…
• An ally?• Skeptical?• A glorified
mommy or daddy?
9 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
WHAT WE THINK OF …
All-knowing, scheming, poor ethics, in it for only personal gain…
10 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
… THE REALITY
Decision-Maker
Educated
Time is Precious
Strong Opinions
Focuses on entire business
Optimist
Decision-maker
Well connected
Well paid
Why Does It Matter?
• This person wants you to succeed
• You want you to succeed
• You want your team to succeed
• You want your company to succeed
11 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
WELL-KNOWN PATHS TO SUCCESSWITH APOLOGIES TO NICCOLO MACHIAVELLI
• Incriminating photos (find / take / shop them)
• Frame the competition
• Character assassination
• Career assassination
• Lie
• Cheat
• Deflect blame by going on the offensive
• Sex
• Sabotage projects / programs
• Voice misgivings
• Orchestrate transfers and job changes
• Be competent (recommended)
12 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
SUCCESS IS AN ONGOING CONVERSATION
Do a good job. 1. Know your team (inventory / analysis)
2. Define a vision and a strategy
3. Build your sales pitch
4. Propose a funding model
5. Reinforce the benefits
Scout the landscape: Know your leader and your leader’s peers. What are their strategies? What is on their minds?
Engage
Measure
Report
Discuss
13 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
EXAMPLE 1: “WHAT ARE YOU WORKING ON?”
“Look at this 400-line project spreadsheet.”
“We are understaffed.”
“We need more people.”
“Our understaffing affects morale.”
“Our tools suck.”
Traditional
“Here’s how what we do fits into the company strategy.”
“Here’s how our projects map to your priorities.”
“Here’s what’s above the line and below the line.”
“Here’s how we add value to the company and to customers.”
“Here are ways we could solve this problem, but we might need some help…”
Executive Whisperer
14 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
EXAMPLE 2: “WE MAY HAVE TO DO LAYOFFS”
“My team is too valuable to have layoffs.”
“Morale is already bad.”
“This will make a lot of people unhappy.”
“I need assurance that this will be the last one.”
“Our tools suck.”
Traditional
“Let’s talk about what we know about the size and scope of potential cuts.”
“Are we making any changes to the rest of the business?”
“Here’s how I would make these kinds of decisions.”
“Decisions like these might have effects on other programs. Here is a preview.”
Executive Whisperer
15 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
EXAMPLE 3: “CUSTOMERS SAY QUALITY IS LOW”
“We’re doing the best we can.”
“They’re wrong.”
“The product is crap.”
“Morale is the lowest I’ve seen it.”
“Our tools suck.”
Traditional
“Let me investigate what’s going on and get back to you.”
“We haven’t seen this kind of comment before. Can we contact this customer to gather more information?”
“We made a tough decision to focus elsewhere. Here is what we can do short term and here is what the long term plan might look like.”
“With some help, we could address this issue and others like it.”
Executive Whisperer
16 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
EXAMPLE 4: “WE SHOULD HAVE QUALITY MEASURES”
“You can’t measure artists.”
“Our process is too complex to measure well.”
“We don’t have time to measure.”
“Morale is really low.”
“Our tools suck.”
Traditional
“We already measure in many ways. Let’s discuss what we’re doing so far.”
“Here is what we think is important. Do you agree?”
“Here are current measures and here is our performance compared with our goals.”
“Other companies have similar measures. Here is why we think some measures are more important at this company.”
Executive Whisperer
17 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
EXAMPLE 5: “LET’S TALK ABOUT YOUR BUDGET”
“We need more money and people.”
“Morale is really low.”
“Our tools suck.”
Traditional
“Here is what we do today with our current budget.”
“With a little help, I think we could tackle some quality issues that we’re just not able to get to now.”
“Here is how what we do today compares to your goals.”
Executive Whisperer
18 Copyright © 2012 Juniper Networks, Inc. www.juniper.net
THANK YOU!
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