1. Empowering SAS® Programmers: The Role of the Manager Carey G. Smoak Roche Molecular Systems, Inc. Pleasanton, CA

2. OVERVIEW Introduction Introduction Empowering SAS Programmers Empowering SAS Programmers The Role of the Manager The Role of the Manager Conclusion Conclusion

3. EMPOWERING: SAS Programmer Definition of Empowerment to give the confidence to do something

4. EMPOWERING: SAS Programmer Elements of Empowerment Skills Information and Resources Authority Motivation

5. SKILLS: SAS Programmer Technical Technical SAS programming SAS programming Soft (People) Soft (People) Ability to work with people Ability to work with people Success Success Technical skills alone are not enough Technical skills alone are not enough

6. INFORMATION & RESOURCES: SAS Programmer Study related materials Study related materials Direct knowledge about a clinical trial Direct knowledge about a clinical trial Attendance at clinical team meetings Attendance at clinical team meetings

7. AUTHORITY: SAS Programmer Allowed to work-out problems whether Allowed to work-out problems whether Technical, or Technical, or Inter-personal Inter-personal

8. MOTIVATION: SAS Programmer More than willingness More than willingness Committed to getting the job done Committed to getting the job done When difficulties occur during a clinical trial When difficulties occur during a clinical trial Persistence and resourcefulness demonstrate motivation Persistence and resourcefulness demonstrate motivation

9. The Role of the Manager Goal: Goal: Giving their programmers the best chance at being successful Giving their programmers the best chance at being successful

10. SKILLS: The Role of the Manager Assign them tasks appropriate to their skill level Assign them tasks appropriate to their skill level Give them opportunities to grow Give them opportunities to grow

11. INFORMATION & RESOURCES: The Role of the Manager Encourage the programmer to take initiative in working out the programming specs (with the study Biostatistician) Encourage the programmer to take initiative in working out the programming specs (with the study Biostatistician) Intervene (assist) in this process when needed Intervene (assist) in this process when needed

12. AUTHORITY: The Role of the Manager Avoid micromanaging programmers Avoid micromanaging programmers Encourage them to solve problems Encourage them to solve problems Coach them how to solve problems Coach them how to solve problems

13. MOTIVATION: The Role of the Manager Personality Personality Myers-Briggs Type Indicator (MBTI) Myers-Briggs Type Indicator (MBTI) INTJ – suited to careers in statistics and programming INTJ – suited to careers in statistics and programming Introverted Introverted iNtuition iNtuition Thinking Thinking Judging Judging

14. MOTIVATION: The Role of the Manager INTJs tend to be hard-working and driven to solve problems INTJs tend to be hard-working and driven to solve problems This can be good This can be good However, when timelines need to be met, the manager may need to intervene and keep the programmer on-track However, when timelines need to be met, the manager may need to intervene and keep the programmer on-track

16. PUTTING IT ALL TOGETHER: The Role of the Manager An empowered SAS programmer is: An empowered SAS programmer is: Highly motivated Highly motivated Highly skilled Highly skilled Properly uses authority and information/ resources Properly uses authority and information/ resources Not micromanaged Not micromanaged

17. PUTTING IT ALL TOGETHER: The Role of the Manager Programmers who are neither highly skilled nor highly motivated need to be coached by their manager Programmers who are neither highly skilled nor highly motivated need to be coached by their manager The manager will need to evaluate what level of authority is appropriate for this type of programmer The manager will need to evaluate what level of authority is appropriate for this type of programmer

18. PUTTING IT ALL TOGETHER: The Role of the Manager Understanding your style of managing Understanding your style of managing INTJs may make good statisticians or programmers, but not necessarily good managers INTJs may make good statisticians or programmers, but not necessarily good managers INTJs as managers tend to have communication problems, such as INTJs as managers tend to have communication problems, such as Hiding the reasons behind their decisions Hiding the reasons behind their decisions

19. CONCLUSION Giving programmers the best chance at being successful means that the programmer is empowered. Giving programmers the best chance at being successful means that the programmer is empowered.

20. CONCLUSION A manager can help a programmer to be empowered by encouraging them to: A manager can help a programmer to be empowered by encouraging them to: Use their skills Use their skills Have adequate resources and information Have adequate resources and information Have appropriate authority Have appropriate authority Be properly motivated Be properly motivated

21. CONTACT INFORMATION Carey G. Smoak Roche Molecular Systems, Inc. carey.smoak@roche.com