CADDManager on April 17th, 2015

Many of the Ribbon Panels in AutoCAD 2016 have more than meets the eye.  Want to see more of the menu… Try This:

Click the little down arrow at the bottom of the Ribbon.


This will drop down the additional menu items.


Click on the Pin and it will hold the menu open for you.


Once you navigate away from that Ribbon Tab and swap Ribbon Panels, it will close back up and not be open when you return.  Sure wish there was a way to make it sticky.

CADDManager on April 16th, 2015
This entry is part 3 of 7 in the series A CAD Manager's Demeanor

Be Positive

Besides B+ being my blood type… I am generally a positive person. 🙂

Tech Managers need to stay positive when interacting with others.  No scowling and frowning allowed.  Do not let your first words of reply have a negative slant.

Positive attitudes should pervade all interactions.   Looking for the bright side of things takes effort.  Complimenting others may not come easy, but it needs to be done. Strive to have positive comments.  Make them your typical reply.

When responding to others ideas, start with a positive slant. “That’s a good idea” or “That is creative thinking”.  You can then refine the conversation if you see the need by asking “Have you thought about…”.  Even a generic “Let’s discuss this a little more” is better than “Thank will not work” or “We tried that before”.

There may be times when a negative stance may be needed, but negative comments are few and couched in kindness.  You may never say anything like “That is stupid”, but you may deliver negative feedback that is too blunt and direct.  I find that couching negative feelings in kindness works well.  The message still gets across, but the other person is not totally offended. Using terms such as “it appears” and “there might be” prior to delivering a negative comment, might make it easier to take.


CADDManager on April 15th, 2015
This entry is part 2 of 7 in the series A CAD Manager's Demeanor

When interacting with others, your demeanor is showing all the time. Merriam-Webster defines “demeanor” as

Demeanor: a person’s appearance and behavior : the way someone seems to be to other people

Notice the word “seems” – it may or may not be reality.  They way you appear to others may not be obvious to you, but it can impact your ability to encourage, support, converse and approach others.

There are so many subtle indicators that others notice when talking with you that if you tried to focus on them all, you would lose track of the conversation. But I wanted to run a few past you that I think may help when addressed.  I fail at many of these from time to time, but always strive to improve.

And now – the list begins:

Connecting with People

You have to connect with people when interacting – it all starts with some body language.

Make direct eye contact when talking

This is pivotal in connecting with the other person.  Some may be more reserved and avoid direct eye contact and it is taken as not listening.  I remind myself of this one all the time.  It is not so much that I avoid eye contact, just that I find myself averting my eyes when I ponder something that someone says.  I just look away and start thinking about what was just mentioned.  Others take that as disregarding the very words that I am actually focusing on.  My bad. I often tell others that I am sorry for looking away and that I was thinking hard on their words. At any rate, my focus looks to others like disregard.

When speaking with others, look directly in their eyes.  Do not stare for too long,  a glance away every so often cut the awkwardness that some might feel by intense staring.  But make sure that you look at the person speaking and turn your body and shoulders to face them directly.  Do not glance at them from the side.

Turn your full focus and body toward them.

In a support role, many people will come to you to ask questions while you are doing other things.  Stop what you are doing, turn toward them and look them in the eye.  Do not keep typing and focusing on what you were doing.  Allow yourself to be interrupted. And when interrupted, stop what you are doing.

If you are sitting at your desk, stop typing and lean back away from your computer.  Do not leave your hands on the keyboard as if you will go back to your work the minute they pause.  Push your chair away from your desk, turn your shoulders toward the person speaking and listen.  Better yet, get out of your chair so that you are at eye level with them.

Don’t build walls

Make sure your gestures and body language do not put people off.  I often find myself crossing my arms when in a relaxed position.  Body language experts say that this is a defensive posture.  It is not for me, but I find that others may think it is.  So I make an effort to not fold my arms across my chest and leave them at my side.

Be aware of your facial expressions.  A furrowed brow or a raise eyebrow might be taken by others as a negative thought in your head.  I find myself chuckling under my breath at someones words not in disbelief but actually in agreement.  When they mention their troubles and I share the same history, I actually smile because I have been through it myself.  When I see them flinch, I verbally explain my giggles and smiles as having had the same trouble so there is no misunderstanding. Laughter can be shared and not seen as dismissive.

Other telltale signs of being bored that others might catch… fidgeting with objects or your hands, straightening papers, looking around, checking your watch or mobile phone and more.  All of these might signal to others that you are done listening.  If you find yourself doing these things… refresh your desire to listen again.

I do not overly focus on body language, but there is some truth in all of the writings of others.  Do an internet search – there is tons of advice on body language.

More to come…

CADDManager on April 13th, 2015
This entry is part 1 of 7 in the series A CAD Manager's Demeanor

This is the start of a new series on the interactions that a CAD/BIM Manager has with staff, clients, bosses and just about anyone.  I will focus on the mannerisms, approach, demeanor and presence that they have with others. How they present themselves.  What they project. How they respond.  These will be the unspoken items that leave impressions on people beyond the spoken words.  They may include facial expressions, body language, stance, etc.

First impressions matter, but I am not one to be overly concerned about individual items in this list.  It is the collective impression that is left behind.  It is usually not just one interaction, since we usually get multiple opportunities to exchange info and ideas with others.

But have you though about how you interact with others and how your demeanor encourages or stifles openness.  Being aware of how you posture yourself when collaborating with others can allow you to adjust.  Taking stock of your mannerisms may bring to light some unexpected perceptions by others that you never meant to project.

Have you ever walked away from a conversation thinking that the other person did not hear a word you said?  That they would not make any adjustments going forward based on your advice, even though they said they would.  Have you thought that the person actually wrote off everything you mentioned before you even finished the conversation? I bet it was because they held themselves in a defensive manner or projected negative “vibes” in the way they stated things.  It may not have been anything they actually said, but you got the feeling that they just did not care.

As Tech Managers, we do not want to leave that kind of impression.  We want to be open to new ideas, critique and suggestions that others bring us.  Don’t let your demeanor betray your desire to listen.

CADDManager on March 20th, 2015
This entry is part 5 of 5 in the series Character and Skills

Moving to the Skills area now.  It differs from the Character portion of this series.  Character is who you are, Skills are what you do.  I am not going to list a long march of skills that define every last thing that a CAD Manager does, but rather a shorter list of the skills that I think make the most differences between a competent CAD Manager and a great one.

Some of these slop over from the Character list, like Communication, Sharing Knowledge, Reporting, Documenting and many more.  These Character traits that motive you internally also drive the outward efforts that each encourages.  A desire to share knowledge and communicate will spill out as effective interactions with others.  Character traits have to generate outward expressions – or you start wondering if they are internally driven at all.

So if the internal Characteristics of a CAD Manager drive the outward Skills, what would those skills look like?

Tech Skills – one giant bucket – this one covers every area and is the entry fee for moving from CAD User to CAD Manager.  I lump everything together under Tech Skills because these have to be in place and rock solid.  So what are some tech skills that are not directly linked to the character traits we discussed before?

Programming – An ability to increase productivity by using the embedded tools inside the software to increase speed, accuracy and consistency.  The API’s that many start with include AutoLISP, VBA, Object ARX and more.  Other more advanced tools also present themselves.

Customization – Using the Autodesk interface tools like templates, keyboard shortcuts, ToolBars, right-click customization, block creation, menu CUI, and so much more.

Staff Management – The prowess to work well with others.  Gathering, organizing and moving teams forward. Knowing how to motivate individuals in a team effort.

Financial Skills – Knowing how to create and manage a budget.  Knowing when to adjust and refocus funds toward strategic goals. Knowing the processes your firm uses to approve spending beyond just asking your boss.

Prioritizing – One of the most valuable, and least used skills that I think a CAD Manager needs.  Always rethinking what to do next.  Always taking the time to look up and around to see what is going on at your firm and with your tools and then change focus and direction as needed.

Troubleshooting – knowing how to dissect a problem, no matter how big, into bite size correctable tasks. Being able to follow clues and leads, weigh evidence and make a judgement call on how to get things fixed.

CADDManager on March 19th, 2015
This entry is part 4 of 5 in the series Character and Skills

The final installment of my short list of character traits. These are also known as soft skills.  The people side of things.  The intangible inner perspectives and habits that make someone who they are.

Flexibility – Ability and willingness to go the extra mile, put in more hours when needed.  This is closely tied to Dedication but presents itself as the ability to change direction on short notice.  It also includes the understanding that work on routine CAD support issues cannot be ignored.

Passion – A love for CAD and BIM work.  Not begrudgingly done. Not annoyed by mundane and repetitive tasks. Approaching every aspect of your work with vigor and optimism.

Productivity – Looks for ways to increase output, avoid unneeded steps, reduce time wasted for themselves and others.  Puts productivity of others above their own.  Seeks to make others tasks easier even if it makes their own a little harder.

Humility – Admits mistakes, take responsibility for errors, shares success, avoids prideful boasting. Stands confident on their own abilities without making others feel inferior.

Teachability – Willingness to learn from others, modify behavior as needed, admit and address shortcomings.  Knows that they do not know everything.  Never stops learning.

Next – On to Skills

CADDManager on March 18th, 2015
This entry is part 3 of 5 in the series Character and Skills

Let’s take a look at the next set of characteristics.

Having a Plan B – Defines back out strategy as part of planning. Quickly develops options if things derail.  Is not overly optimistic to the point of not thinking about things going wrong.  Knows when to put plan B into action.

Team Player – Works well with others, hands off work, delegates, delivers on time, reports progress.  Teamwork can be defined in many ways – here is something I wrote on it a while back – What is Teamwork?

Innovation – Thinks about new tools and methods that might improve the organization. Combines existing processes and methods into new approaches. Refines existing procedures to make them work even better.

Dedication – Completes tasks and projects 100%. Strive to not have to do things twice or return to a problem that was left uncompleted. Stays focused on a problem or task until it is done.  Sets aside other tasks when needed to work on critical items.

More to come.

CADDManager on March 17th, 2015
This entry is part 2 of 5 in the series Character and Skills

Continuing the thread of this series about what I think a CAD Manager should have as far as character and skills.  Here are the next few:

Organized – Keeps track of tasks and deadlines. Knows how to prioritize. Is aware of others priorities and how they impact their own.  Uses tools and methods that help themselves stay organized and lets others know that structures are in place. Generates structure where none exists.

Planner – Investigates, develops options, selects best option, breaks down large processes into smaller steps, and verifies/shares plans with others. Ability to prioritize efforts as projects move along. Knows what needs to be worked on next. Seeks to help others plan their work. Shares plans with others.

Quality Driven – Takes pride in work product. Works beyond “good enough”. Tests and verifies solutions. Strives for best outcome. Stays with a task or problem until the end user is satisfied. Avoids “do overs”.  Does not have an attitude of “I can just fix it/finish it later”.

Documentation – Documents and shares processes, procedures, access, controls.  Understands that everything that is done in a shared environment of support needs to be documented and stored in a shared location, secured as needed. Creates documentation that non support staff can also use as applicable.

Reporting – Notifies stakeholders of progress, problems and completion.  Keeps stakeholders informed as the project progresses.  Notifies all about delays and road blocks.  Understands that a job is not done until all stakeholders know that it is completed.  Knows that fixes must be reported so others can then move forward on cascading efforts that were held up.

Still more to come…

CADDManager on March 16th, 2015
This entry is part 1 of 5 in the series Character and Skills

Recently I was involved in a process where I had to define what I thought the personal character and skills of a CAD Manager should be.  I pondered this question and started jotting down my first impressions.  It was a concise list that did not go into great depth on each individual characteristic, but just provided a quick summary for each area.

I realized that the list kept getting longer and also included items that I wish I exhibited all the time.  This list is a goal and something to reach for.

Here is what I came up with:

Customer Service – A focus on people with respect, tactfulness, patience, graciousness and a desire to serve. Never be annoyed by end user problems. Keeping the end users productivity in mind and not their own ease. Listens well.

Communication – Ability to discuss CAD/BIM areas at high levels with Support Staff and at understandable levels for non-CAD/BIM staff. Keeps end users advised of progress when troubleshooting a problem. Reports to management when solutions are in place. Let’s others know what is happening and what is coming next.

Sharing Knowledge – A willingness to tell others what caused a problem, how it was fixed and how to avoid it in the future. Does not withhold technical information from other support staff. Constantly looks for opportunities to share what they know with all users. Passes out tips and tricks to everyone they come in contact with. Always offers more information.

Initiative – Constantly looking for areas to improve. Does not wait for others to assign tasks. Looks for ways to assist others. Researches troubles on their own to find solutions. When they see something that needs to be fixed – they fix it. When they know what needs to be done, they do it – before something breaks.

Proactive – Looks for ways to prevent problems from happening. Looks into new areas before others ask about it. Searches for information when something new comes along. Looks for new technology even when what is in place works well. Reviews all areas on a regular basis to verify functionality and productivity.

More to come