Short bio: Computer Scientist, FOSS supporter (read more)
Tux Machines (TM)-specific
Books about management techniques rarely mention how to lead computer programmers. The few that do sooner or later reach for a cliché and compare the effort to herding cats -- J. Hank Rainwater, for instance, uses the phrase as his title. Partly, the comparison reflects how much the topic is outside the corporate mainstream. However, the comparison also reflects the conflicting nature of the job. The typical IT department represents a separate culture within a company, and a successful manager must both understand that culture and act as a bridge between it and the rest of the company, trying to explain each to the other.
've seen dozens of managers -- including myself -- approach this conflict, each with varying degrees of success. My observations here summarize what I believe are the basic facts that managers needs to know to manage programmers. They apply to any programmers, but especially to those involved in free and open source software (FOSS), many of whom develop typical programmer attitudes to an extreme. Although some of the points seem obvious to those familiar with programmers, let me assure you: To outsiders, if their mistakes are any indication, the points still need to be emphasized.
You're in a meritocracy. Prove yourself.
Just because you're in charge doesn't mean you're better