A Thanks to my Mentors

For nearly 20 years I have held many IT positions. I find Information Technology to be challenging. I enjoy the constant need to learn to remain current and help the business successfully compete in the marketplace. I’ve experienced a certain level of success as a manager from small businesses to large enterprise organizations. This document gives credit to my mentors and explains my management style. My actual fortune 100 rating is provided at the end of this document.


Performance Ratings

The best rating employees and managers can receive is via anonymous feedback that is provided from up, down and across the chain of influence.  The very best reviews include input from across teams. This is often referred to as a 360-degree anonymous review. Most organizations hire outside agencies to perform these types of reviews. Evaluations this comprehensive are performed less frequently than reviews where everyone knows who is providing the feedback. This is because the most comprehensive evaluations include non-direct reports (internal customers and associated teams) and two to three levels above and below each employee.


My Management Style

My management style has changed from 100% of MBO to one of a mixture of MBO and EBM. I started using EBM as early as 2000. Scientific and medical were the primary adopters of it at this point and rarely was it adopted as a strategy for business performance and evaluations.

Why did I decide to adopt EBM into my daily management style? Simple, MBO was too objective and all-to-often, the results did not accurately measure actual outcomes within departments or organizations. Additionally, it became increasingly difficult to review teams accurately and fairly so that compensation and bonuses were commensurate.

The decision to introduce EBM into my daily management style allowed me a few benefits

  1. Expectations were easier to document and vary between each individual.
  2. Precise means for measuring objectives were clearer and better-defined.
  3. Review meetings, that no one seems to have time for, were reduced to a few minutes and were more organized, effective, accurate and simple to document.
  4. During final reviews, the annual documentation was reviewed and percentages between each person was fair and simplified compensation, bonuses and percentage of raises.
  5. Although no one was aware of another teammates evaluation, they were very cognizant of their own. In most cases, they explained their performance based upon the documented and periodically reviewed information and in nearly all cases matched my own observations.
  6. Team performance greatly increased through the introduction of performance expectation clarity and ability to equitably measure true team and individual contributions.

One large fortune 100 company performed one such evaluation where I was managing an IT support team. Post evaluation, upper level management invited me to manage all of the IT teams and to train them and the individual IT managers with my style.


No One can Manage on MBO and EBM Alone

Along with including MBO in performance analysis and appraisals, many skills acquired over two seasons of NLP, by Lindagail Campbell were utilized. I thank my partner, for admitting me to these two annual courses with her. It was an emotional stretch but well worth the two-year investment. Due to the skills learned, my communication and management style vastly improved. When HR learned of these skills, I was invited to help create training programs within the fortune 100 organization but was unable to accommodate the request do to my hectic IT schedule.

One of my favorite skillsets, learned from Michael Grinder, an expert in non-verbal communications, is called “How Not to Get Shot.” Methods like this have streamlined my management style to the advantage and benefit of everyone on the teams.

A copy of my anonymous review is included below for reference. I have never been reviewed before and I want to state that the results are directly due to my mentors and the decision to introduce EBM into management in 2000. I hope all IT technical organizations will introduce additional management styles, like the ones mentioned above, into their set of skills.

About the Author: Richard D. Lucky Quatier started and managed a successful Office Products and Digital Imaging business in Portland for 20 years before transitioning into the IT industry. He provided technical digital product support for Levi Strauss, Microsoft, Los Alamos National Labs, NASA, The U.S. Air Force, Rutgers University and more. Richard held a Top Secret/Cryptology security clearance prior to this engagement.

After managing in a number of fortune 100 organizations he currently provides IT services and expert people resources for all types of businesses, large and small. Richard and his team have developed solutions for Expedia, Microsoft, World Vision and more. Clients have praised QuixTec for fast delivery, larger than anticipated savings and quality of product delivery