Leadership is becoming more and more digital, especially in the home office. I, too, have been leading a department with three teams for 9 months and we are already relying on home office before COVID-19. I saw my job in the digital world as a leader in creating an environment where everyone wants to work and there is transparency. As a manager, I too must always be able to monitor the work and report to the management despite the distance. I believe that in the digital world, every leader should actively shape this important task and knowledge of how to set up and use tools like Jira is very important. You also become a little IT admin and I think that’s a good thing!
First, as a manager, you should define clear processes in the form of workflows. Important: Think digitally, so what can the process look like in the digital context. This requires a lot of abstract thinking and a little experience. For example, the process for a customer request is:
- New inquiry
- Support responded
- Waiting for customers
- Customer responded
- Now it’s a few rounds into communication
- Optional: Request escalates
- Request is closed
You realize that these workflows in the form of processes are an important managerial task. You should not give them out of hand. It is your department and you should also manage and design these processes. I currently have three teams and have defined one process per team. There are also clear workflows in consulting and projects, which I can see at any time.
Mapping processes in software
Now it is necessary to map the workflows in tools and also to map the corresponding KPI overviews there. For example, you want to know how many requests each employee handles or which cases in the status have escalated, and much more.
I use my staff to set up most of the tools myself. It’s my processes and I want to make sure they’re properly inserted into a tool. For example, I introduced Jira Service Desk for support and had to work in for almost a week until I was able to fully configure everything. It was important to me that I have the skills to change my processes in the tool at any time and to be able to manage them like a manager.
It is important for you that you build appropriate management views for yourself. I can see, for example, how many new consulting tasks we have, who handles which tasks and also how many. I also have views on how many tasks we create per week and how many new ones we are coming in. That’s how I can see bottlenecks. I can also see in a view which cases have been escalated on me. Yes: I also have a to-do list and check myself.
All these views require some IT know-how and I believe that any executive should be able to build such views on their own.
Training and click instructions
Now it is important to train the employees in the respective tools and also to provide click instructions for new employees. Software like Jira can be used in many ways, but it is important that the software is used in such a way that my processes and views work. I think this is also my job and I believe that there is a good sign for the workforce. It’s my processes and tools: that’s why I like to train them.
It is an important task for a manager to design processes, implement them and help employees to work thereafter.
Now it is necessary to monitor through meaningful views and also review whether processes are adhered to. It is also important to improve the processes again and again. I am happy to accept feedback on this at any time. Especially the views I have built show me that we work efficiently and, despite virtual work, I can control my department even better than I used to be on site.
I believe that an executive should actively shape the digital transformation and should also re-enter the operational business, at least in terms of workplace IT. Of course, external freelancers can help you set up, but in the end it’s your processes and your department. I would be reluctant to give up this issue.
I devote a lot of time to providing a good environment for my employees to work and I can still draw the necessary reporting to make informed decisions. I also see my role as a part-time admin for the department not as a degradation but as an important task. I actively participate in my department digitally and learn every day.
Tip: I wrote the book Virtual Teams and HomeOffice on this topic.Lesen Sie mehr dazu.
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