Feedback

Feedback is a wonderful thing, and when it comes to business models and process, it's pretty straightforward: when something doesn't work, there's a problem and you know it. When it comes to people, giving feedback is anything but straightforward.

Whether you're a manager, team leader, colleague, parent, teacher, friend--and we're all at least one of these--at some point you will have to give another human being feedback. And even if the feedback is positive, read on.

If you're having a team building session or a status meeting, it is sometimes okay to give short, on-topic feedback right then and there, but be sure that it's not personal, not too critical, and will not embarrass the person. If you're not sure, wait until after the meeting. This goes for positive feedback, too, since there are some people who hate being the center of attention.

Many of us were taught to treat others the way we want to be treated, but to be a good manager, you should treat staff the way they want to be treated. Think back to the example above. Although an introvert by nature, I've learned to be the center of attention and don't mind being praised in public. I've managed brilliant, dedicated people who barely said a word in a meeting but were eloquent in private and/or in writing. Had I praised them in front of all my staff, they probably would have been more hurt and offended than pleased, even knowing my intent.

What about negative feedback? Except for the rare occasion (mentioned above, when in meeting and it's short, impersonal, and on-topic), negative feedback should always be given in private. Keep it professional and unemotional; stick to concrete facts and how he/she can rectify the problem; and end off on a positive note. Do not drag it out, do not  belabor the point, and do not get emotional or angry. Check-in with the employee in a week or two (this depends on the severity of the problem) and ensure they're improving; if not, be more specific as to your expectations.

And if you've noticed, I did not mention performance reviews. Yes, official reviews provide feedback and are useful (more or less depending on the system), but feedback needs to be frequent and continuous, not just once or twice a year. If your employee is surprised by anything on his/her official review, you've failed in your job--that simple, that straightforward, and that true.

What is the worst and best feedback you've gotten?

Choose Your Own Features E-Book

As I mentioned in a previous post, I've been reading and thinking a lot about enhanced e-books. It's amazing what publishing and technology people are thinking of putting into e-books: from hyperlinks and social media to videos and music. And who knows what else is to come once the hardware, software, and workflows can keep up.

But what if you just want a straight e-book? What if you liked the words and nothing but the brilliant words that allow you to add your own mental pictures and video? What if you don't want the distractions or added expense?

Since it's all about the consumer, let's hope once e-book enhancements evolve, that the reader will be able to choose which flavor and therefore price of e-book they prefer, from the plain vanilla text-only to the chocolate-covered-with-sprinkles fully enhanced version.

And if midstream you want to upgrade to a more enhanced version,  you have the choice then to pay for the extra features. Now that would be great customer support and worth coming back for.

Micromanaging

Micromanaging is bad both for the employee and the manager. It's obvious why from the employee's point of view, so let's focus on why it's bad for the manager.

When a manager micromanages, it could be one of countless reasons, but at their root is really only two: control or lack of trust. The manager either prefers to keep control of all aspects and have it done their way, or he mistrusts his staff to do a good job. Any other reason boils down to one of these two.

If there is reason for you, the manager, to doubt your staff's abilities, it's your job to provide them additional training. If this still doesn't work--and you've given them ample opportunity to try--then it's in both your and his best interests for you to either find him another job within the company, one he is more suited to, or if that's not possible, fire him and give him the opportunity to find one where he can succeed. However, if you don't fix this problem and still keep rechecking his work, perhaps your boss will start wondering whether you have enough of your own work and/or can't manage your staff properly. See where I'm headed? Your job can be at risk if you spend too much time doing someone else's job instead of the job you're being paid to do.

Now for the second reason: control. As a somewhat reformed perfectionist, I know how difficult it is to let go and I know how hard it is to sit back and watch others stumble when you can do it quicker and better...but learn to do so. As mentioned above, it's not safe to always be doing someone else's job, but beyond that, as long as your employee gets from point A to point B in a timely fashion and with good results, then they've done their job. There is no right or wrong way of doing things and you need to allow people to do it their way. Yes, if they make mistakes and/or take too long, you can offer advice. Yes, if they ask for help, you can offer advice. But if they're doing their job--let them. They will never learn or be allowed to shine if you keep stepping in. And ultimately, their success is yours, so let them make you proud.

If you really don't have enough to do so that micromanaging is needed to look busy, well then, perhaps there's too much redundancy between you and your direct reports and you need to have a frank discussion with your own boss.

Either way, if you're micromanaging, you're not doing your job well and you're not allowing your staff to do theirs well, so stop. Remind yourself of what you'd feel like if someone was constantly hovering over you and checking your work, dictating what you should do and how. I highly doubt you'd appreciate it, so don't subject anyone else to this either.

And I will freely admit there are different degrees of micromanaging, so if you're barely a micromanager, maybe just check-in with your staff during your next one-on-one to see if there's a problem.

Are you a micromanager or have you worked for one? How did you handle this? And if you disagree with any of the above, please tell me why.

Process Improvements: Learn from the Repeats and the Gaps

Many of us find ourselves doing something that doesn't make sense, just because that's the way it's been done. Either it's the way you were taught to do it--either at home or on the job--or it's the way you taught others to do, but for whatever reason, it's no longer working.

What's the quickest way to fix this? Study these two areas for ideas on how to improve this process:

1. Where do you find yourself repeating either your steps or other's steps? Redundancy is a dreaded word in more than one way and is also just a waste of time. If you're repeating your own steps, take the time to sit down and figure out how you can avoid this. If you're repeating someone else's steps or they're repeating yours, sit down with them. (If you're doing this because you're a micro-manager, read my next post.)
2. Where are steps being skipped and/or communication seems to go awry? Again, sit down with all those involved and figure out who is responsible for doing what and until what, or communicating what and to whom, so that these gaps do not continue.

Process need not be difficult and the simpler and more straightforward you keep it, the better. Read Faster Cheaper Better: The 9 Levers for Transforming How Work Gets Done by Michael Hammer and Lisa Hershman for more ideas.

Have you had to improve a process? How did you go about  it?

Another Interpretation of Enhanced E-Books

I've been reading about and listening to a lot of web casts on enhanced e-books, thanks to Digital Book World's E2BU (their Enhanced E-book University) and a somewhat whimsical idea came to me.

I know that some people love the feel and smell of books and would hate to lose that. I also know that some luxury publishers, like my last employer, actually use really expensive materials for their covers and even sometimes add scents to those covers to enhance the experience of the book...So if enhanced e-books are meant to capture all our senses--audio for auditory and video for visual--is there room for olfactory? The tactile is already being addressed with fancy e-book covers (I like the easel variety) but is there a way to build in scents, perhaps even several to choose from into those e-book covers?

Just an idea....Thoughts?

What Type of Production Editor Are You?

Since I was fortunate enough to attend MediaBistro's Career Circus yesterday, I came away with a lot of food for thought on careers and what one should look for in a job. One of the top debates of the day was doing what you're passionate about versus what you're good at, and I'm a firm believer of a mix of the two: it's easier to do well if you do something you're good at, but try to do it at a company or industry that you can get passionate about.

This reminded me of a conversation I recently had with a friend on the four types of PEs (production editors) I've come across--and managed--in my career:

1. the Lifer: This PE loves nothing more than being a PE and making books. She is not interested in advancement or anything that will take her away from working on the books she loves. 
2. the Nine-to-Fiver: This PE is often good at the work they do, but it's only a day job for them and allows them to do what they're passionate about after hours, whether it's music, writing, theater, etc.
3. the Ambitious: This PE does her job well but sees it as the first of many stepping stones to her ultimate goal, whether it's running the department or higher.
4. the Ill-Suited: This PE is not good at what they do and is just not suited for the work of a PE. 

Although I speak of PEs in particular, the above categories are probably true for many jobs out there and it's very important for an individual to know which category they fall into and for their manager to know this as well. If you happen to manage a Lifer, promotion is not the way to motivate her; nor is it the way to motivate anyone but the Ambitious. If you manage a Nine-to-Fiver, respecting the work-life-balance and rewarding her with extra time off may be the key. For the Ill-Suited, if the person does not respond to all your efforts at training or development, it's in both your best interests to figure out what job they would be suited for.

One of my all-time favorite books on management is First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman. It inspired me and introduced me to the "Strengths Revolution." The premise is that although skills and knowledge can be taught, talent and strengths are innate; to succeed at work and gain satisfaction from it, your job must play to these inherent strengths. It is a manager's job to help their staff do so, and to do so for themselves. If you manage staff and want to do it well,  I highly recommend reading this book.

So do you know your strengths and what motivates you? What type of PE are you?

Blog Revamped

It has been almost two years since I last blogged, and publishing has not stopped "transforming," nor will it anytime soon.

Since there are so many blogs to read on what's happening in the industry (I know since I'm trying to at least skim much of it daily), I decided that reposting what others have said adds no value.

Instead, I will post about what I know: the publishing process, in particular production editorial/managing editorial; process management; and just overall management, including staff management and leadership. I probably won't post more than once or twice a week but will try to make them meaningful. Look for my first real post over the next few days.

It's good to be back.