Confessions of a Technical 
Communications Manager

by Holly Curtis, Management SIG Co-ordinator

I had exactly 8 months as a co-op student to experience being a technical writer, under the wing of a wise mentor. Then, I was thrown to the lions -- managing a department of revolving writers in a fledgling company full of politics. That eye-opening experience lasted five long years. There, the work week never really ended and neither did the state of constant crisis. 

Not surprisingly, technical communications managers do have access to 'how to' manuals -- several, in fact. But, unless your company's political environment and organizational structure is identical to the writer's, only a portion of the well-meaning advice really applies to you. So, I've done my best to gather 'general guidelines' from all the experts. I apply and adapt these 'general guidelines' as I go. 

Balance

Now, with 15 years of management experience under my belt, I can confidently say it's all about balance. For myself, a writer at heart, it's about finding the time to write as well as manage. For those who report to me, it's about giving guidance and support, while providing room for them to grow and learn. At Campana, my present employer, our writing team is fairly senior so the writers are pretty much left on their own, knowing they can come to me when necessary. I actually enjoy donning my helmet and running interference for them, when I get the chance. 

Priorities

My priorities are split evenly. I'm fortunate enough to have landed myself in a company that gives me carte blanche on all activities and initiatives. This environment has resulted in many new exciting ventures and has helped to create a non-competitive, learning atmosphere. I have loyalties to my bosses, who are trying to run a business and balance the books. I appreciate that they've given me so much freedom in my own career and within my department, so I'm careful not to abuse this freedom. But I also have loyalties and a responsibility to my writers. I feel partly responsible for the development of their careers. I understand their perspective and I completely empathize with their dilemmas. 

Because of these split loyalties, I'm often caught in the middle of 'situations'. I argue for professional integrity and creative license, but then I'm faced with many business decisions, which are usually based on spending allowances, budgets and company standards. Sometimes I have to sacrifice some professional integrity so that I can win another battle later. When I feel my writers are right about something and management is wrong, I take risks. If it turns out all right, we celebrate a quiet victory within the department. If it doesn't turn out, I deal with the repercussions myself. 

Problem Solving

Probably the most time-consuming and difficult aspect of my job is solving problems and making decisions. Unlike business managers and project managers, a technical communicator's problems are unique and, I believe, can only be solved by someone with experience in the field. 

I make myself available to my writers, which means I'm frequently dealing with the problems or issues of five writers. When you like the people that work for you, it can be overwhelming at times to be juggling so many equally important problems, and still try to keep everyone happy and satisfied. 

The People

There's also the routine management tasks that can often induce a fair amount of stress. Responsibilities like hiring, firing, performance reviews, budgeting, personnel issues and explaining time slippages and missed deadlines to the president of the company all require much preparation and a little bit of finesse. The personnel stuff pulls at my heartstrings-these are people's lives I'm messing with. I have the potential to really help (or hurt) someone's career and the power is scary. On the other hand, I have to remind myself that most people do not live and breathe their careers and a little constructive criticism won't scar them for life. Maybe they'll hate me for a few days, but they will eventually learn from the experience, as I have. 

I like to lead by example, but that sometimes it isn't easy. I make mistakes, procrastinate and become bored and frustrated, just like everyone else. But I feel the pressure to 'get over it' rather quickly. If I'm feeling frustrated, chances are the others are too. I need to anticipate slumps or bumps and focus on motivating the team to get through the tough periods. This becomes challenging when you also are in need of some encouragement. 

The Rewards

You must wonder why I continue to do this job. Well, it really does have its rewards. The best part of my job is the people in the department. I'm surrounded by a fantastic team of writers who share the same enthusiasm and professional dedication. Their passion fuels my passion and this encourages me to push the department into new territory and take more risks. 

I've managed dozens of writers and watched them grow into confident, competent communicators. Some have stayed in technical communication, while others have strayed to other fields. Many are thoughtful enough to come back later and thank me for all that ruthless editing or for pushing them to speak up for themselves, or maybe for just listening to them as they worked through their daily issues. 

It takes me back to the days of my first job when my mentor humbled me with his editing and patiently tutored me through the ups and downs of technical communication. Come to think of it, I owe Mark a phone call.