Here are responses to the questions posted at the beginning of the chapter. Let's see if your thoughts match mine:
Q: Am I supposed to listen to people's personal problems?
A: Not exactly. You may listen, but don't necessarily have to opine and certainly don't need to resolve.
Q: He was out for a month due to injury; should he get the same bonus percentage as another guy?
A: Evaluate the overall contributions for the bonus period as the primary guide to deciding the bonus percentage. Use standard organizational policies to decide the bonus amount. Don't worry too much about a month gone due to injury, another person who may be healthy may come to office but produce precious little.
Q: How much time should I spend with my team?
A: As much as you can. You are a model for your team and always take center stage.
Q: I'm up to my ears with work, and Sameer, the key developer on the project, walks in with a problem of his own? What am I supposed to do?
A: Listen to him. If you are in the middle of something and don't want to be interrupted, ask him if his discussion can wait for a little bit. If not, at least listen to him for a few minutes and decide if further discussion can wait. This is assuming that Sameer isn't a habitual walk-in with trivial problems.
Q: My boss wants me to change the design we have already invested in, but I really don't agree with him. Should I fight against the change?
A: First of all, try to understand the reason behind the requested change. Voice your disagreement with your boss's request and set up a discussion. Most managers will not shy away from a good technical discussion. On your side, be open to understand the perspective of the other side. You have to be able to voice your opinions and stand by them. That's part of your job description.
Q: The guy looks good in technical interviews, but seems to have an attitude problem. Should I still hire him?
A: Probe your opinion a little bit more. Do you think the candidate's personality is a detriment to the job function? Will it fit into the organization and team culture? In the end, respect how you feel too.
Q: I can avoid this guy leaving the company if I can promise him a promotion soon, but I really don't think he deserves it right now? But again, I have a key account project that can use his skills.
A: Never buckle under a threat of someone leaving. Attrition is part of life and it's better to deal with it rather than promoting someone you don't believe in. The cost of having a person in a wrong position can be very high.
Q: How do I explain why somebody didn't get a raise?
A: Well, you must have a reason why someone did not get a raise when you took that decision. Explain it. Even if you did not decide the raise, you are still responsible to explain it to your team member.
Q: Is it my job to explain why a layoff happened? After all, I didn't make that decision.
A: Layoffs are sensitive. Spend some time with your manager and HR and figure out what to say and how. Yes, it is your job to explain, even if it's not your decision. You represent higher management to your team members.
Q: How do I motivate the team when they already know there is not going to be any pay hike this year?
A: Money is only one of the factors that impact motivation. Look for other factors that can appeal to the people and get them motivated. For example, working on new technology may be very motivating for some or a new customer facing role for another person.
Q: We have had a long, tough project delivery just completed. Everybody is looking for a break, but we have more work coming. How do I avoid a burnout?
A: Work on a detailed plan to know exactly how much the pressure is. Take it to your management and discuss adding more bandwidth and perhaps reducing the scope of work. On the other side, work with your team members on the plan and make them party to the planning process. Seek ways to optimize.