Читать книгу Minding the Machines - Jeremy Adamson - Страница 7

Every new role is a challenge, regardless of ability, disposition, or motivation. This is particularly the case with a unique subculture of academic technocrats with whom it is difficult to establish credibility without enough time being “hands on keyboard.” Without the respect of your team, it is impossible to get the buy-in required to establish best practices and ensure that the output of the team is not simply self-satisfying experimentation but can bring real value to the organization. As a corollary, every practitioner has experienced a manager who is out of their depth and who has compensated for their lack of self-confidence with authoritarianism and distrust, shifting the focus of the team toward an end they are more confident with, such as reporting.

For all but the most analytically committed organizations, there is a point along the chain of command where a practitioner reports to a non-practitioner. This can be a challenging junction for both parties without clear expectations, transparent communication, and mutual respect. Catching up from a technical perspective isn't feasible or advisable, but by leveraging your business understanding and domain knowledge to become an intermediary, translating business needs into projects and analytical outputs into operationalizable processes, you can unlock the power of your new team and give them the opportunity to develop into more business-oriented individuals.

For the business leader, I hope that this book helps you to reframe and refine your current leadership abilities, and to use them in an analytics context in order to engage your team and find success together.