Managing and Motivating Developers: Tips for Management Cluefulness

Replies to This Discussion

Permalink Reply by Jim Gettman on June 27, 2008 at 9:05am

This article is fluff. People surviving a decent hiring (or contracting) process arrive motivated, and its not worth the effort (and arguably impossible) to try to motivate them any more. The needful thing is to for managers to find out what turns a smart, eager Asok into a flaming Wally, then stop doing it. This article fails to pose that painful question. A manager could learn more by reading Dilbert.

▶ Reply to This

Permalink Reply by Eileen Smith on June 30, 2008 at 1:57pm

Agreed. Techies are often very literal people. They respond well to clear instructions, constructive feedback and judicious praise. They generally do not give a d$^$ about office politics. A good manager should actively communicate without beating about the bush. When techies do well, tell them. When techies are not doing well, tell them immediately.

▶ Reply to This

Permalink Reply by Juan Velasquez on July 1, 2008 at 7:44am

As a "techie", I would have to say that you are correct. Among the many reasons that I enjoy consulting, the most important ones are 1. I love the challenge of coming up with solutions in different work different work environments - this keeps me on my toes and provides an incentive to learn new technologies as well as meet new people. 2. I really enjoy concentrating on the consulting gig at hand and avoiding office politics. As a consultant, I do have to rapidly idnentify the stake holders and project sponsors as well as communicate well with them but I also find that as a consultant I am not distracted by office politics. Plus since everyone knows that I will be there for only the length of the contract and will be moving on, I'm viewed as "non-partisan"

▶ Reply to This