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posted by martyb on Monday December 04 2017, @05:18PM   Printer-friendly
from the it's-easier-to-deal-with-computers-than-with-people dept.

The Do's and Don't's of Managing Programmers:

Why are some programmers such jerks?

Too many managers believe the problem lies with [the disgruntled programmer]. If he was a better employee, dedicated worker, or at least cared more, then this wouldn't happen. Right?

Unfortunately, no.

The first suggestions matter a lot
How you handle ideas from new programmers sends an important signal. Good or bad, it sets the stage for what they expect. This determines if they share more ideas in the future... or keep their mouth shut.

Sure, some ideas might not be feasible in your environment. Some might get put on the back burner to be discussed "when we're not busy". Some ideas seem great, but they run against unspoken cultural norms.

No matter what the reason, dismissing or devaluing your programmer's ideas — especially in the first few months — is a bad move.

Damaged by all the naysaying, he'll try a few more times to present his ideas differently, aiming for a successful outcome. If he continues to feel punished, though, he'll realize that the only way to win is not to play.

Which is exactly what you don't want your programmers learning.

He will stop presenting ideas, asking to meet customers, and genuinely trying to understand the business.

Ultimately, it's a lose lose.

If you want programmers to become mere code monkeys, treat them like code monkeys.


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  • (Score: 4, Interesting) by frojack on Monday December 04 2017, @06:21PM

    by frojack (1554) Subscriber Badge on Monday December 04 2017, @06:21PM (#605172) Journal

    Maybe on your first job.

    Then you get your second, usually byt that time you've learned you don't know everything, and you do what you were hired to do while you figure out what is going on, and who is who, and then a year and a half later, you quietly sell your idea to your boss, maybe with a proof of concept, after dotting all the I's and crossing all the T's.

    You let him take credit with the higher ups, because everyone in the shop will know where it really came from.

    Everybody wins, you don't look foolish, boss loves you, staff realizes you do have a brain.

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