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

by Paul Glen (Author), David H. Maister (Author), Warren G. Bennis (Author) "If your company's product is high tech, you'll find them in product development, research..." (more)
Key Phrases: individual geeks, individual task skills, leading geeks, Data General, North Carolina, Tom West (more...)

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
Glen provides excellent advice for managing "Geeks," but his insights apply equally well to leading any group of specialists. -- Steven Sample, President, University of Southern California

It is rare that a business/technology book delivers against its title. This one does. It is worth your time. -- CIO Insight Magazine, November 2, 2002

Leading Geeks provides a unique and pragmatic perspective. The ideas here will help any technical business. -- Allen Dickason Senior Vice President and Chief Technology Officer Kinko’s

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 and co-author of

Paul has produced a funny, engaging, and valuable work that is a treasure trove of wisdom for technical managers. -- Rick Freedman, author

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"

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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 x 6.2 x 1.2 inches
• Shipping Weight: 1.1 pounds (View shipping rates and policies)
• Average Customer Review: 4.1 out of 5 stars See all reviews (24 customer reviews)
• Amazon.com Sales Rank: #87,163 in Books (See Bestsellers in Books)

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Customer Reviews

Most Helpful Customer Reviews

18 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 (REAL NAME)

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.

18 of 20 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 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.)

25 of 30 people found the following review helpful:

3.0 out of 5 stars Lack of Substance, April 4, 2004

By	T. Hiltbrand (Layton, UT United States) - See all my reviews (REAL NAME)

I feel that I have been a "geek" for the last 8 years. I am in the process of moving into a position of leadership and am striving to gain information on the most effective method being a leader. I had hoped that this book would give me insight on what it takes to lead "geeks", but I found that the knowledge in the book was very superficial and did not give me any greater knowledge on what to do to assume my new position. I felt that McConnell's "Rapid Development" was much closer to hitting the mark when it comes to giving insight on "geekdom". My recommendation is to look for another book if you are looking to understand the mind of the technologist.