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

While not about learning or teaching per se, this book provides extensive and detailed insight into the motivations, thought processes, beliefs, and behaviors of technology workers, an important part of the economy and the adult learning population. Specifically, it investigates and supports the theory that technology workers, or "geeks," are motivated differently, think differently, and learn differently than other adults. It then develops a model of how technology-focused knowledge work adds value to organizations and economies. Finally, it presents some prescriptive approaches for understanding, motivating, managing, and leading technology workers. Sources include the author's primary research and extensive references including many well-known scholars and practitioners. Findings include the conclusions that technology workers are different from other workers; technology work is different from other work; and power is mostly useless in affecting technology workers' productivity. Well-documented and substantiated; a seminal practitioner-focused work.

Management consultant Paul Glen's thorough discussion of geeks brings you brain-to-brain and eye-to-eye with high-tech, specialized knowledge workers. Don't blink: you need these people, so you need to know how to fit your management style to them. Glen describes their primary personality traits and attitudes: commitment to logic, interest in problem solving, independence and, to put it politely, occasionally under-developed social skills. The author, who doesn't seem to mind describing an entire subset of the labor force as if each worker in it had the same personality, explains what geeks need from a manager. You need to nurture motivation, provide internal facilitation, furnish external representation, and manage task, structural, and environmental ambiguity. We suggest this organized, authoritative guide to those who manage knowledge workers. If it's all geek to you, here's the codebook.

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.)

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. Glen?s 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 you?ve ever delivered a morale-raising talk to developers and received only sniggers and eye-rolling in return, Paul Glen?s book will explain why.Also recommended: Peopleware by: Tom DeMarco & Timothy Lister published by Dorset House Publishing ISBN: 0-932633-05-6

This book hits the nail right on the head. I have seen too many otherwise-excellent managers fail miserably to motivate technical teams. It is all the more depressing since 'Geeks', as Paul Glen calls them, are very low maintenance people once you figure out how to deal with them. What more, they are more and more central to our organizations' competitiveness. Glen's easy-flowing style makes it possible to get to the essential points quickly. I would recommend this book to anyone whose organization has to deal with technology - now-a-days, that's everyone.