Customer Reviews

Managing Einsteins: Leading High-Tech Workers in the Digital Age

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The first thing about this book is that it doesn't use the term nerds or geeks to describe IT workers. The reason the authors give is that the stereotype of pocket protectors and coke bottle glasses just doesn't fit any more. This is a book written for managers, and so the terminology and style (almost) always refers to the Einsteins as "your workers." To the point that with the summary at the end states:

Referring to super-intelligent, curious, passionate, often introverted, talented individuals as "geeks" is outdated. Although Einsteins can call colleagues "geeks," it is not appropriate or cool for non-Einsteins to refer to computer, technology, systems or software geniuses as geeks. (page 217)

These are the difficult to work with, yet life saving employees who solve problems where most people don't understand the question.

There seemed to be several themes running through this book that were re-emphasised several times, such that the book can be summarised down to a few simple statements. Many of which to Einstiens seem pretty obvious. The advantage though, is that as the book is written by "Management Professionals," so the expectation of managers accepting its wisdom is more likely (hopefully).

The main statements within the book about IT worker is that they are highly motivated, intelligent (usually more intelligent than their manager may be), introverted, tribal and independent.

The mains themes throughout the book are

* that a manager should be honest with their workers about how the company is going,
* that they guide and suggest rather than being autocratic (a metaphor of herding cats was used to illustrate this),
* let the Einsteins have their freedom in work environment (location - there is a whole chapter on telecommuting, hours, style),
* Einsteins are project focused, not job focussed,
* they value training and education quite highly,
* and they require a stimulating and fun work place.

The issue of remuneration is covered to include the idea that Einsteins are not solely motivated by money (as sales people may be), but other considerations should be taken into account (such as training, location, work conditions). Also that the traditional notion of promotion does not always work. An Einstein may not want to become a team leader, or higher up the management hierarchy. A manager should be aware of their Einsteins burning out, such that maybe a temporary demotion may be in order to take the stress of the Einstein for a while.

The book includes short examples and case studies from various work places, and excerpts of articles from newspapers and trade journals to help illustrate points. There are also highlighted points (Influence Tips, Black Holes and Einstein Wisdom) which emphasise important things, such as:

Managers should be very cautious not to introduce projects that have a low likelihood of getting started. Einsteins abhor routine and crave novel projects. But they abhor being misled and crave honest leadership all the more. In staff meetings, when managers talk about upcoming projects, they should attach a probability of launch along with the projected launch date. The common term for this is "managing expectations." (page 70)

One good description of the nature of how Einsteins work is the concept of flow.

Flow is reported by individuals as a satisfying state they reach when they are completely absorbed in challenging yet achievable projects. (page 54)

Flow is an important concept for managers to understand. Once an Einstein starts a project, and becomes fully involved, there is nothing worse than being pulled off to attend a sales meeting, or other time consuming function. It interrupts the flow.

The book is broken into three parts:

1. Realities of the Twenty-First Century - a brief summary about the nature of Einsteins and how they fit into the work environment and the world. It covers the basic themes of the book and introduces the concept of an Einstein.
2. Managing Einsteins: Challenges and Actions - this section, the bulk of the book covers from recruiting Einsteins through to the management of them on a daily basis. Topics such as communication, teams and tribes, remuneration, etiquette and disciplining are included.
3. Building for the Future - includes humour and fun at work, telecommuting and a summary.

As it is the only book at the moment that directly with managing this class of workers, also get your manager to read Jon Katz's Geeks. Both of these together will help management, or anyone understand the mindset and working modes of IT workers.

One point that the book suffers is that is seems to have been started before the tech slump of 2000-2001 really started to dig in. So the book waxes and wanes between promoting how IT workers are highly mobile, but also that the job market is not that strong.

The other was the chapter on Etiquette and Manners. Now, I can understand the mannerisms and habits of Einsteins can be a little unpleasant at times, but it begs the question, why would a manager take one of these people out to a client dinner in the first place? If the client needs to meet the tech people to be convinced that a company can do the job, why not at the place of work? Or, take an Einstein who you know you can trust to behave and present well.

I agree with a couple of the other reviewers here. I think the real problem here is not the 'Einsteins' but the people who believe they are the right people to manage them. In an era that seems to be heading for 'employee talent' being the greatest asset a company has - it's interesting to note in this work, the implied pain and difficulty that this high level talent seems to be causing managers who want to impose their will, and their direction, on potentailly more intellegent, more insightful employees. Real 'Einsteins' (and I'd love someone to tell me I'm one) have huge problems in getting to grips with the infighting and turf battles that seem to dominate the big corporate agendas and their actions. Managing great employees, those with big, well founded ideas on how to progress, seems to cause these corporate politicians and career climbers a big problem - "Einsteins" are a significant threat to them. "Einsteins" know stuff they don't even begin to understand, they do unusual stuff - they are not scared - they speak to real customers on the front line, they talk to the sales guys and find out what's actually happening - not what the politicians tell them. Political managers see these guys as breaking ranks and telling it as it is - and that's political death. "Einsteins" see it as revitalising a dying corporations, breathing life back into the guys on the front line, the excitement that keeps the revenues flowing.

The problem is not managing the talent - the problem is managers are often too weak and insecure to give them some more freedom and some delagated power to try the new stuff.

That's why in the end 'Einsteins' leave big corpoartes to their fate and go at it with outfits who appreciate them.

I'm sure the book will have a huge uptake in corporates and lengthen their core problems - weak management that has poor track credibility. i.e. Wouldn't you just love to fly on a airplane where the captain "is a people manager with great listening skills and big picture awareness, but can't actually fly an airplane," and someone lower in the management order actually flys and navigates. Would you write a book to promote that? In the Royal Airforce in the UK, every officer who gets to the senior ranks, has been a pilot for some years earlier in their career - do you think the RAF know something these writers don't?

As founder and CTO of several companies now, I believe this book to be a "must read" among all management teams. While "Einsteins" will find reason to nit-pick some of the characterizations -- i.e., they will act like "Einsteins" -- the conclusions drawn in this book are quite sound, and very consistent with my experience. I only wish I could have provided this book to colleagues years ago, as it would have credibly addressed many of the problems we experienced, but could neither effectively solve nor articulate.

Bottom line: if you are an Einstein, buy this book for your manager -- odds are he or she needs it; if you are a manager, read and believe -- Einsteins are a different breed of cat, and need to be "herded" as such.

The authors have done a good job of defining the needs, wants, and motivations of high tech workers(Einsteins). I've personally worked with many Einsteins and see them reflected in many of the lessons provided in this book. I recently attended a CIO forum with Executives from large corporations and found much of what they said about retaining "Einsteins" mirror information in the book. As the moderator was metioning alternative sources on the topic of high tech personnel, I referred her and others in the audience to this book, which lead to a platform discussion ending the forum. I recommend it to anyone who is responsible for managing high tech workers. While this book is not the last word, the authors have developed a good introduction to an
important topic.

This book is a must have for the manager's toolkit. It gives illumination and great tips on how to handle the "knowledge workforce". The authors know their subject and are able to pass along their insight in a humorous and light hearted manner. A very good read that will be referenced often.

As founder and CTO of several companies now, I believe this book to be a "must read" among all management teams. While "Einsteins" will find reason to nit-pick some of the characterizations -- i.e., they will act like "Einsteins" -- the conclusions drawn in this book are quite sound, and very consistent with my experience. I only wish I could have provided this book to colleagues years ago, as it would have credibly addressed many of the problems we experienced, but could neither effectively solve nor articulate.

Bottom line: if you are an Einstein, buy this book for your manager -- odds are he or she needs it; if you are a manager, read and believe -- Einsteins are a different breed of cat, and need to be "herded" as such.

Managing Einsteins is right on target offering creative approaches for dealing with the high-powered thinkers and doers in the workforce. The book is easy and fun to read, and clarifies why many managers fail to optimize the potential of their highly intelligent employees. Technical managers from CIOs to IT Directors will find specific action suggestions based on research and knowledge available on Einsteins. The practical advice offered and the insights provided are ready to use. I enjoyed the book and recommend it to Einsteins and non-Einsteins alike.

The authors have done a good job of defining the needs, wants, and motivations of high tech workers(Einsteins). I've personally worked with many Einsteins and see them reflected in many of the lessons provided in this book. I recently attended a CIO forum with Executives from large corporations and found much of what they said about retaining "Einsteins" mirror information in the book. As the moderator was metioning alternative sources on the topic of high tech personnel, I referred her and others in the audience to this book, which lead to a platform discussion ending the forum. I recommend it to anyone who is responsible for managing high tech workers. While this book is not the last word, the authors have developed a good introduction to an important topic.

This book pitches the same tired tricks and gimmicks that hasn't worked for years. Einstein's and employees in general are wise to these tactics. They are well documented in books like "Games Bosses Play". This book doesn't even take the experience level of the Einstein into account. It does however manage to deliver one pearl of wisdom: Einstein's don't need a lot of management.

The book also encourages the manager to let the Einstein's "self organize". While Einstein's can successfully "self organize", it is a bad deal for all involved. The Einstein is frustrated by having to "fight the system" to get the job done. The manager is left out in the cold: not knowing what's going on, what's required to get the job done or how to manage the project. The company's left in a very dangerous situation. It has a process that is neither predictable nor repeatable. Since it doesn't know how things are done, any small change could have a drastic effect. There is no guarantee that a task that was easily accomplished once can be easily accomplished again. It might take ten times as long with twice the resources or worse it might not even be possible at all. The most dangerous and overlooked aspect of this situation is that it doesn't guarantee the capture of the intellectual assets. This includes both the product itself and it's assorted documentation. No matter how good, this is not something Einstein's can do on their own. It requires the active participation of the company. Without this the product could be lost.

This book presents management at the most primitive level. It describes management by maintaining or coasting not management by leading. If things are working, this book will tell you how to more or less keep them working. But if things brake or are broken, this book is of no help. Following it's suggestions will probably make things worse. One can get by with this management technique, but it is hardly revolutionary or the management style to keep the company competitive. This book documents the management style that needs replacing. It is not the style required to lead High-tech workers in the Digital Age. The only insight this book provides into Einstein's is the stereotype.

This topic is interesting. I have not seen anything else like it. I hope mangers read it to know better how manage people like me.