Leading Geeks: How to Manage and Lead the People Who Deliver Technology / Edition 1

by Paul Glen

Overview

Winner of the 2003 Financial Times Germany/getAbstract Business & Finance Book Award

Leading Geeks challenges the conventional wisdom that leadership methods are universal and gives executives and managers the understanding they need to manage and lead the technologists on whom they have become so dependent. This much-needed book? written in nontechnical language by Paul Glen, a highly acclaimed management consultant? gives clear directions on how to effectively lead these brilliant yet notoriously resistant-to-being-managed knowledge workers. Glen not only provides proven management strategies but also background on why traditional approaches often don't work with geeks. Leading Geeks describes the beliefs and behavior of geeks, their group dynamics, and the unique nature of technical work. It also offers a unique twelve-part model that explains how knowledge workers deliver value to an organization.

Product Details

ISBN-13:	9780787961480
Publisher:	Wiley
Publication date:	11/04/2002
Series:	J-B Warren Bennis Series , #10
Edition description:	1ST
Pages:	288
Sales rank:	605,634
Product dimensions:	6.10(w) x 9.10(h) x 1.10(d)

About the Author

PAUL GLEN is a management consultant who helps clients build effective technology organizations. For more than fifteen years he has advised clients in the United States, Europe, and Asia. He has also served as an adjunct faculty member in the MBA programs at the University of Southern California’s Marshall School of Business and Loyola Marymount University. Prior to founding C2 Consulting, he was western regional manager for SEI Information Technology, a national IT consultancy. And, yes, he is a geek.

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Table of Contents

Editor’s Note xi
Warren Bennis

Foreword xiii
David H. Maister

Introduction xv

Acknowledgments xxi

Overview: The Challenge of Geeks 1

1. Geeks, Leadership, and Geek Leadership 3

Part One: The Context of Geek Leadership 19

2. The Essential Geek 27

3. Groups of Geeks 44

4. The Nature of Geekwork 57

5. Performing Geekwork 74

Part Two: The Content of Geek Leadership 97

6. Nurturing Motivation 103

7. Providing Internal Facilitation 122

8. Furnishing External Representation 142

9. Managing Ambiguity 158

10. Selecting and Organizing Geekwork 179

11. Uniting Geeks and Geekwork 197

Conclusion: Harmonizing Context and Content 219

12. How Geek Leaders Lead 221

Appendix: Models and Lists 235

Notes 241

References 243

The Author 247

Index 249

What People are Saying About This

Marsha Lewin

This book is a must-read for anyone who has to deal with the techno-geeks of today's society. Paul has encapsulated the essence of managing these folks effectively without losing his sense of humor and his perspective.
— Author of The Overnight Consultant, The Consultant's Survival Guide, Better Software Project Management, and co-author of Software Project Management: : Step by Step

A. Milledge

I recognize the Geeks Mr. Glen describes from my time at Apple Computer working with the team that invented the Macintosh. If I'd had this book in 1981, there's no doubt that I could have better served the Human Resources needs of that team.

Steven B. Sample

In this provocative book, Paul Glen provides excellent advice for managing "Geeks" -- the computer nerds and other high-tech gurus of the 21st century. But his insights apply equally well to the challenge of leading any group of specialists for whom esoteric knowledge is more important than power, and expertise more determinative of social dominance than bureaucratic hierarchy, including actors, athletes, university faculty, musicians, doctors and bond traders.
— President University of Southern California

Alan Weiss

We ought to stop complaining about technical wizards and learn how to utilize their considerable talents. Paul Glen helps us to do that better than I ever dreamed possible.
— Author of , The Ultimate Consultant Series

Andrew Sobel

Paul Glen masterfully and humorously teaches us how to create followership in this notoriously inscrutable but essential population. Ignore his rock-solid advice at your own peril.
— author of Clients for Life and Making Rain

Dickason

Leading Geeks provides a unique and pragmatic perspective of the issues faced by technologists as they create value within an organization. The ideas here will help any technical business.
— Senior Vice President and Chief Technology Officer Kinko's

McLeod

With an uncanny perception, Leading Geeks provides rare insight into managing often confusing and complex IT professionals. Whether you have minimal or extensive experience managing technologists, you will be inspired by this book.
— Director of Information Technology San Diego City Schools

Rick Freedman

Highly talented technical people are a separate breed and managing them is a delicate art. Paul Glen's new book Leading Geeks is essential reading for any manager facing the difficult challenge of leading, motivating, and rewarding technical contributors. Paul has done the improbable - he's taken his experience and knowledge of technical leadership and produced a funny, engaging, and valuable work that is a treasure trove of wisdom for technical managers.

David Finegold

This book is a must read for all who struggle with leading the technical workforce. I'm going to be assigning it to all my students.
— Head of Strategy and Organizations Studies Keck Graduate Institute for Applied Life Sciences

James Champy

Managing technology talent is more critical today than ever before. This book brings an insightful and delightful perspective.
— Chairman of Consulting Perot Systems Corporation

Jeff Chasney

Paul Glen has put a lot of thought into the particular (and at times peculiar) needs of the technical computer staff; the geeks. For those who must lead technical personnel, this book offers some invaluable aha's regarding what makes the tick and how to capitalize on their idiosyncrasies to achieve outstanding performance. And this book doesn't stop there. Even if you're a seasoned Technical Manager, you can't get through this book without picking up a few tips to make your job easier and your group more effective.
— Senior Vice President and Chief Information Officer Car Karcher Enterprises

From the Publisher

"Managing technology talent is more critical today than ever before. This book brings an insightful and delightful perspective."
— James Champy, chairman of consulting, Perot Systems Corporation

"In this provocative book, Paul Glen provides excellent advice for managing 'geeks' the computer nerds and other high-tech gurus of the 21st century. But his insights apply equally well to the challenge of leading any group of specialists for whom esoteric knowledge is more important than power, and expertise more determinative of social dominance than bureaucratic hierarchy, including actors, athletes, university faculty, musicians, doctors, and bond traders."
— Steven Sample, president, University of Southern California

"With an uncanny perception, Leading Geeks provides rare insight into managing often confusing and complex IT professionals. Whether you have minimal or extensive experience managing technologists, you will be inspired by this book."
— Craig McLeod, director of information technology, San Diego City Schools

"Highly talented technical people are a separate breed, and managing them is a delicate art. Paul Glen's new book, Leading Geeks, is essential reading for any manager facing the difficult challenge of leading, motivating, and rewarding technical contributors. Paul has done the improbable he's taken his experience and knowledge of technical leadership and produced a funny, engaging, and valuable work that is a treasure trove of wisdom for technical managers."
— Rick Freedman, author, The IT Consultant

"We ought to stop complaining about technical wizards and learn how to utilize their considerable talents. Paul Glen helps us to do that better than I ever dreamed possible."
— Alan Weiss, author, The Ultimate Consultant Series

"I identify with geeks and, therefore, recommend this book not only for those who manage, work, and live with geeks, but also for geeks. It helps us to get to know ourselves better. Read it once for fun and once for meaning, then keep it and expect to refer back to it."
— Dolph Santello, principal consultant, Microsoft Corporation

Froman

This book is a great read, easily understood and logically organized. It will definitely help leaders gain the skills needed to be successful in today's technologically dependent organizations.
— Rear Admiral, United States Navy (retired)

Margaret Hellie Huyck

Although ostensibly about technologists, Leading Geeks provides broader insights into the nature and management of knowledge workers in general. In fact, this book would be very valuable for university managers who are trying to "lead" their faculty knowledge workers!
— Professor, Institute of Psychology, Illinois Institute of Technology

Cook

Using gentle humor and keen intellect, Paul Glen pries the covers off an often mysterious group of key contributors. Wondering what makes geeks tick, and how to get them ticking in sync with the rest of the business? This book will show you how.
— President, Ageos Enterprises

Michael T. Mori

Leading Geeks nails the complex Geek psyche and offers pragmatic advice and insight for those who wish to harness the power of these most valuable employees. This book is required reading for anyone in my company that works with Geeks.
— President Network Insight

Interviews

What's So Special About Geeks?

Long before the hype started about the Internet, information technology had already changed everything. From the mighty mainframes that transformed business accounting and operations to the humble personal computer that revolutionized office work, technology has transformed how we labor and live in the industrialized world.

But where does all this technology come from? Who designs, builds, tests, deploys, and supports it all? The answer is geeks. Hidden armies of geeks have become the indispensable linchpin of the modern economy. Yet few managers pay much attention to them, and even fewer understand them.

Those that have tried to manage geeks usually find them difficult to control, hard to fathom, and resistant to authority. Technical teams are among the most difficult groups to manage, since geeks just can't be managed in the same ways as other employees.

One of the key reasons for this is that geeks are different from other people. If you want to lead geeks, you've got to start out by understanding them, understanding what makes them different from other employees. I know that it's considered rude to stereotype, but I'm a geek, and believe that it's important to recognize that there are patterns of beliefs, behaviors, and attitudes that are common among those of us who are drawn to technical work. Here are just a few of them:

Geeks are more loyal to their technology than to their company or leader. The key to this is right there in the phrase "technical people." Geeks are captivated by technique and are fascinated by technology. Generally, they find how something works much more interesting that what it does.

Passion for Reason. Geeks are deeply committed to the idea that things should always be rational rather than emotional. That's probably why Star Trek's Mr. Spock is such a popular character among geeks. The irony is that their commitment to reason is so deep, that it is really an emotional commitment…which is inherently irrational.

Independence and Rebellion. The cowboy mythos of the American West is alive and well in the hearts of technologists. Their approach to work and life on the digital frontier is reminiscent of the longings for freedom and independence of the cowboy legends.

Geeks Choose Machines. If given the choice, which would you prefer? Going to a cocktail party with dozens of interesting people you don't know or a quiet evening at home with your computer? For most geeks, it would be no contest. An evening with the computer would be much more interesting than small talk with strangers.

Geeks Love Puzzles. Not everyone enjoys brain benders, but geeks find them irresistible. Whether it's crosswords, mysteries, or the dreaded mathematics word problem, the engagement that comes with a tough question is exciting.

Swift and Merciless Judgment. Geeks tend to judge people rather quickly. You're either useless or a genius; there's very little room in between. If you are judged useless, geeks will isolate themselves and their work from you. Also, once judged, it can be quite difficult to change their impression of you.

The key to leading geeks and, indeed, to leading anyone, lies first in trying to understand those whom you would lead. Too often, leadership books focus exclusively on the attitudes, characteristics, behaviors, ethics, or experiences of leaders, as if the nature of followers were irrelevant. Don't believe it. If you want to be successful as a leader, start out by learning about your followers and only then worry about yourself. Paul Glen

Editorial Reviews

Technology has so clearly woven itself into the fabric of business culture that publishing Glen's book on how to manage the people who produce high tech makes perfect sense. The author, founder of a consulting firm specializing in IT organizations, assumes that "geeks" are not everyday people, and draws on his experience to present clear and simple techniques for employers to not just get what they need out of tech workers but to become the kind of managers who will mesh well with this new kind of employee. Glen's insight is to treat high technology as a creative product produced by temperamental people who are a cross between artists and professionals. This view stems from the ambiguity of "geekwork" and the fact that geeks usually know more about what they do than do their managers. Though Glen doesn't advocate turning the factories over to the workers, his aim is to make managers more effective by teaching them about the people they lead, not by giving them tools to bend employees to their will. He does an excellent job of enumerating geek characteristics and the context in which geekwork takes place, providing ample material on what works with geeks and what doesn't, such as "intrinsic" or "extrinsic" motivators, and valuable advice, like "never underestimate the power of free food." Though it doesn't contain much new material, Glen's easily readable book will prove exceptionally useful for managers who feel left behind by the pace of technology or bosses seeking to better understand their information age employees. (Nov.) Copyright 2002 Cahners Business Information.

Publishers Weekly

Technology has so clearly woven itself into the fabric of business culture that publishing Glen's book on how to manage the people who produce high tech makes perfect sense. The author, founder of a consulting firm specializing in IT organizations, assumes that "geeks" are not everyday people, and draws on his experience to present clear and simple techniques for employers to not just get what they need out of tech workers but to become the kind of managers who will mesh well with this new kind of employee. Glen's insight is to treat high technology as a creative product produced by temperamental people who are a cross between artists and professionals. This view stems from the ambiguity of "geekwork" and the fact that geeks usually know more about what they do than do their managers. Though Glen doesn't advocate turning the factories over to the workers, his aim is to make managers more effective by teaching them about the people they lead, not by giving them tools to bend employees to their will. He does an excellent job of enumerating geek characteristics and the context in which geekwork takes place, providing ample material on what works with geeks and what doesn't, such as "intrinsic" or "extrinsic" motivators, and valuable advice, like "never underestimate the power of free food." Though it doesn't contain much new material, Glen's easily readable book will prove exceptionally useful for managers who feel left behind by the pace of technology or bosses seeking to better understand their information age employees. (Nov.) (Publishers Weekly, October 21, 2002)

"Winner of the 2003 Financial Times Germany and getAbstract Award for best book on business leadership"

From the Publisher