Leading Geeks: How to Manage and Lead the People Who Deliver Technology [Hardcover]

Paul Glen (Author), David H. Maister (Author), Warren G. Bennis (Author)

Book Description

Series: J-B Warren Bennis Series | Publication Date: November 1, 2002

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.

Editorial Reviews

From 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.
Copyright 2002 Reed Business Information, Inc.

Review

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"

See all Editorial Reviews

Product Details

• Hardcover: 250 pages
• Publisher: Jossey-Bass; 1 edition (November 1, 2002)
• Language: English
• ISBN-10: 0787961485
• ISBN-13: 978-0787961480
• Product Dimensions: 9.4 x 6.2 x 1.1 inches
• Shipping Weight: 1.1 pounds (View shipping rates and policies)
• Average Customer Review: 4.0 out of 5 stars  See all reviews (25 customer reviews)
• Amazon Best Sellers Rank: #149,843 in Books (See Top 100 in Books)

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Customer Reviews

Most Helpful Customer Reviews

19 of 20 people found the following review helpful:

4.0 out of 5 stars Useful tips on leading, poor sections on management, December 20, 2003

By 

Lars Bergstrom "LarsBerg" (Chicago, IL) - See all my reviews
(VINE VOICE)    (REAL NAME)   

This review is from: Leading Geeks: How to Manage and Lead the People Who Deliver Technology (Hardcover)

There's excellent advice and concrete suggestions for a lot of the important things about leadership, particularly for those at the top of the hierarchy. Everything from the concrete pieces such of the work environment like the office space to the fuzzy pieces like the vision, mission, and keeping the team working well together are dead-on.

The management sections (chapters 10 and 11) delve deeper into management and organizational practices but aren't effective. IT describes methodologies at a high level ("waterfall" is usually bad, "RAD" is usually good), but goes into enough detail that you start to get lost in the descriptions of them and miss out on what is trying to be conveyed about what makes a good or bad methodology for a team. A similar thing happens when "project roles" are mentioned. There's also a pretty nasty technical error -- it describes the Microsoft Solutions Framework, then states that it's used internally at Microsoft. If so, I've never seen it, and it's not identical to our best practices.

Still, don't let that get you down. The first nine chapters make this well worth reading.

21 of 23 people found the following review helpful:

5.0 out of 5 stars A+ Resource to Improve One's Management Skills, March 29, 2003

By A Customer

This review is from: Leading Geeks: How to Manage and Lead the People Who Deliver Technology (Hardcover)

This was a clear, concise book illustrating a number of simple concepts in managing scientists and engineers- also known as Geeks. The book clearly illustrates- through narrative and example- that beliefs, values , work and motivation of Geeks is unique, and what techniques work and don't work in motivating these creators of technology and innovation.

This book should be read by both new and seasoned managers and supervisors that have or will be managing technologists, scientist and engineers. Leading Geeks has clearly illustrated why I have succeeded/ failed in managing geeks in the past and given me new insight into what makes them tick.

(Each chapter is concluded with a summary and Key Ideas. Read these first for a Chapter Road map.)

16 of 18 people found the following review helpful:

5.0 out of 5 stars Herding cats, March 14, 2003

By 

Celia Redmore "Celia Redmore" - See all my reviews
(REAL NAME)   

This review is from: Leading Geeks: How to Manage and Lead the People Who Deliver Technology (Hardcover)

The geeks Paul Glen talks about in Leading Geeks are those employees involved in the creation, maintenance, or support of high technology from help desk technician to system designer to CIO.

I can sympathize with technical people who resent the term "geek". I don't like it applied to myself -- but I understand the harsh reality that books need eye-catching titles. If you can get past the title, the contents are sane and sensible.

Glens point is that the general management techniques enforced by most corporations are nearly always wildly inappropriate and self-defeating when used on technical staff. As obvious as that might sound to most technical workers, companies continue to teach a command and control approach using bribes to coerce staff into certain behaviors. As Glenn says, what is usually a magnificently effective technique for dealing with salespeople, is nearly always a disaster when applied to the introspective personalities common in IT.

If youve ever delivered a morale-raising talk to developers and received only sniggers and eye-rolling in return, Paul Glens book will explain why.

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Peopleware by: Tom DeMarco & Timothy Lister published by Dorset House Publishing ISBN: 0-932633-05-6