>> There's nothing that makes me more satisfied at the end of the day then knowing
that my team succeeded in troubleshooting and accomplishing their problems.
Meeting the customers' needs and meeting the successful needs
of the company itself in the organization.
You need to really be in tune with workplace sociology and understand everybody nixes
and ticks and what they tune in on.
So that you can tune in on that and say, OK, you know what?
This guy may be working well on shift work.
This guy isn't.
I'm going to take him off shift work.
I'm going to put him in a Monday through Friday position so that he can see both shifts running.
So stepping back, not turning wrenches as much, you know not being
in there psychically showing them, but at the same time
if they do have a problem there is a certain point in which it goes, OK,
there's been enough time on this I need to kind of step in.
I need to get involved and I need to start looking at the stuff myself.
I can sit back and I can say that I could manage the engineers, but I think mentoring
and developing them is probably better terminology for it.
And that's what I really enjoy about it is seeing them get successful.
Next time that issue happened it wasn't a question.
I just saw it in a passed down email.
And they said, this happened, we fixed it, and boom that was the end of it.
So we'll never forget that again.