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Where is the balance in having KDE's do the research and Managers being accountable?

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Question: We have a link rate of 40% and are getting our KDE's to start using the PII. However, managers of the engineers are accountable for the engineers behaviour when it comes to embracing KCS everyday. Where is the balance in having KDE's do the research and Managers being accountable? If KDEs feed the managers feedback; then managers aren't fully self sufficient when it comes to managing engineers and the KDEs own more part of the game than they do. Any thoughts about this? Different way to think about it? - Christie Morin, CA Technologies

 

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- John Custy

13 December 2017

 

 

Hi Christie, leadership should set expectations with managers and arm them with the knowledge and tools they need to properly manage Engineers (Responders) in a KCS environment.  They need to understand how to manage by behaviors and not by numbers.  How to take the KDE output and dig into why the engineers have that particular link rate and address accordingly (what's at the root of the 40% rate? Coaching compliance, training needs, time management?). At Akamai we've come up with the phrase, “The Coach is for quality and practices, the Manager is for adoption and accountability”.  Hope this helps :) 

- Monique Cadena

16 May 2018

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