TITLE -- COPYRIGHT -- PREFACE -- ABOUT THE AUTHOR -- CONTENTS -- INTRODUCTION: WHY TECHNICAL SUPERVISING IS UNIQUE -- PART I The Transition: Getting Off to a Good Start -- MAKE THE TRANSITION A MANAGEABLE PROCESS -- BEFORE YOU BEGIN THE TRANSITION -- 1. Why Do I Want to Become a Technical Supervisor? -- 2. Am I Prepared to Take the Risk? -- 3. Am I Willing to Let Go? -- 4. Have I Identified My Supervisory Strengths and Weaknesses? -- STARTING THE TRANSITION PROCESS -- Making an Effective Transition -- AVOIDING PREDICTABLE TROUBLE POCKETS -- UNDERSTANDING THE TECHNICAL TYPES -- Thinkers, Gurus, Track Stars and Vulcans -- SUGGESTED RESPONSES TO A CLOSER LOOK -- The Thinker -- The Technical Guru -- The Track Star -- The Vulcan -- PROACTIVE MANAGEMENT -- Exercise: Proactive Supervision -- TECHNICAL SUPERVISORS' TRANSITION LESSONS -- Technical Supervisor #1 -- Technical Supervisor #2 -- Technical Supervisor #3 -- Technical Supervisor #4 -- Lessons Learned -- PART II Communication: Skills for Technical Supervisors -- COMMUNICATION CHALLENGES FACING TECHNICAL SUPERVISORS -- CHALLENGE #1: UNDERSTANDING YOUR STYLE OF COMMUNATION -- TECHNICAL SUPERVISORS AND COMMUNICATION STYLES -- Communication Characteristics -- CHALLENGE #2: MEETING INTERPERSONAL COMMUNICATION DEMANDS -- Interpersonal Communication Resource Kit -- Suggested Techniques -- CHALLENGE #3: DEVELOPING SITUATIONAL COMMUNICATION STRATEGIES -- SITUATIONAL COMMUNICATION STRATEGIES -- Telling, Selling, Consulting or Joining -- Four Communication Models -- 1. Telling -- 2. Selling -- 3. Consulting -- 4. Joining -- APPLYING COMMUNICATION MODELS -- Review: Telling, Selling, Consulting or Joining -- TECHNICAL SUPERVISORS' COMMUNICATION LESSONS -- Technical Supervisor #1: Taylor, Group Leader -- Technical Supervisor #2: Caton, Director, Program Development.

Technical Supervisor #3: Pat, Principal Investigator -- Technical Supervisor #4: Shawn, Chief, Space Intelligence -- Lessons Learned -- PART III Motivation: Creating Incentives -- MOTIVATIONAL ISSUES -- Understanding Motivational Issues -- MOTIVATIONAL THEORIES -- 1. Need for Achievement -- 2. Motivation-Hygiene Theory -- Dissatisfiers -- Satisfiers -- Discussion Questions -- MOTIVATIONAL BASICS -- Basic Motivational Factors -- UNIQUE MOTIVATIONAL NEEDS OF TECHNICAL EPERTS -- What Characterizes Technical Experts? -- MATCHING REWARDS TO PROFESSIONAL CHARACTERISTICS -- How to Really Motivate Technical Experts -- Exercise: Find the Motivational Match -- WHAT MOTIVATES TECHNICAL SUPERVISORS? -- Four Types of High-Tech Managers (And What Motivates Them) -- Type #1: Craftspeople -- Type #2: Jungle Fighters -- Type #3: Company Men and Women -- Type #4: Games Players -- MOTIVATIONAL CHALLENGES FACING TECHNICAL SUPERVISORS -- CHALLENGE #1: OVERCOMING TROUBLE POCKETS -- Unfavorable Motivational Conditions -- Favorable Environmental Conditions -- Target Your Improvement Goals -- CHALLENGE #2: CREATING A POSITIVE CLIMATE -- Application Exercise: Enhancing Productivity, Quality and the Motivational Climate -- CHALLENGE #3: FINDING INCENTIVES FOR YOUR TECHNICAL TEAM -- CHALLENGE #4: MANAGING CHANGE -- Case One: Shift of Priorities -- Case Two: Monotonous Work -- Case Three: The Importance of Team Activities-Mixed Signals -- Managing Change to Improve Motivation -- TECHNICAL SUPERVISORS' MOTIVATION LESSONS -- Technical Supervisor #1 Taylor, Group Leader -- Technical Supervisor #2 Caton, Director, Program Development -- Technical Supervisor #3 Pat, Principal Investigator -- Technical Supervisor #4 Shawn, Chief, Space Intelligence -- Lessons Learned -- PART IV Delegation: Learning to Let Go -- DELEGATION SKILLS OVERVIEW -- HOW WELL DO I DELEGATE?.

Symptoms of Poor Delegation -- Delegation Deficiencies Checklist -- Exercise: Common Barriers to Delegation -- SELF-IMPOSED OBSTACLES -- EMPLOYEE-IMPOSED OBSTACLES -- SITUATION-IMPOSED OBSTACLES -- DELEGATION CHALLENGES FACING TECHNICAL SUPERVISORS -- CHALLENGE #1: DETERMINE WITH WHOM YOU CAN "LET GO" -- An Employee Skills and Interests Audit -- CHALLENGE #2: SELECT THE APROPRIATE STRATEGY -- Processes and Strategies -- Part One: Am I Making Task Assignments Or Am I Delegating? -- Time Out -- Part Two: I Use the Following Specific Steps When I Make Task Assignments and When I Delegate. -- DELEGATION OR TASK ASSIGNMENT? -- Situation A -- Situation B -- Situation C -- CHALLENGE #3: BE SENSITIVE TO THE NEEDS OF OTHERS -- CHALLENGE #4: MANAGE PERFORMANCE AND MONITOR PROGRESS -- Category Explanations -- DELEGATION-STYLE FLEXIBILITY -- Four Cases -- Employee A: Pat, Integration Design Engineer -- Employee B: Karol, Field Technician -- Employee C: Lee, Photo Therapy Technician -- Employee D: Jordan, Technical Integration Specialist and Sales -- THREE DELEGATION RECOMMENDATIONS -- TECHNICAL SUPERVISORS' DELEGATION LESSONS -- Technical Supervisor #1: Taylor, Group Leader -- Technical Supervisor #2: Caton, Director, Program Development -- Technical Supervisor #3: Pat, Principal Investigator -- Technical Supervisor #4: Shawn, Chief, Space Intelligence -- Lessons Learned -- PART V Planning for Further Development -- DEVELOP A PLAN OF ACTION -- Part I: Affirming Your Current Strengths -- Part II: Developing Additional Skills -- Skill Development Matrix -- Additional People Resources Matrix -- MANAGE YOUR JOB AND ADVANCE YOUR CAREER -- Manage Your Job -- Advance Your Career -- POLITICS CAN BE FUN -- TECHNICAL SUPERVISORS' FINAL RECOMMENDATIONS -- Technical Supervisor #1: Taylor, Group Leader -- Technical Supervisor #2: Caton, Director, Program Development.

Technical Supervisor #3: Pat, Principal Investigator -- Technical Supervisor #4: Shawn, Chief, Space Intelligence -- Lessons Learned -- PART Appendix -- BIBLIOGRAPHY -- TECHNICAL SUPERVISOR QUESTIONNAIRE.