3. CONCLUSION: Harmonizing Context and Content
by Paul Glen
Leading Geeks: How to Manage and Lead People Who Deliver Technology
- Copyright
- Editor's Note
- Foreword
- Introduction
- Acknowledgments
- I. OVERVIEW: The Challenge of Geeks
- 1. The Context of Geek Leadership
- 2. The Essential Geek
- 2.1. Passion for Reason
- 2.2. Problem-Solution Mind-Set
- 2.3. Early Success
- 2.4. Joy of Puzzles
- 2.5. Curiosity
- 2.6. Geeks Choose Machines
- 2.7. Self-Expression = Communication
- 2.8. My Facts Are Your Facts
- 2.9. Judgment Is Swift and Merciless
- 2.10. My Work, My Art
- 2.11. Geek Smarts
- 2.12. Loyalty to Technology and Profession
- 2.13. Money and Fairness
- 2.14. Independence and Rebellion
- 2.15. Summary
- 3. Groups of Geeks
- 4. The Nature of Geekwork
- 4.1. Failure Is Normal
- 4.2. Ambiguity Rules
- 4.3. Figuring Out What to Do Can Be Harder Than Doing It
- 4.4. Geekwork Is Organized by What You Don't Know
- 4.5. Deep Concentration
- 4.6. What Is Work?
- 4.7. Subordinates Know More Than Managers
- 4.8. My Work, Our Work
- 4.9. The Problem with Problems
- 4.10. Done Is Hard to Do
- 4.11. You Can't Control Creativity
- 4.12. Estimates Are Always Wrong
- 4.13. Summary
- 5. Performing Geekwork
- 5.1. Competency 1: Technical Competence
- 5.2. Competency 2: Personal Productivity
- 5.3. Competency 3: Ability to Juggle Multiple Tasks Simultaneously
- 5.4. Competency 4: Ability to Describe the Business Context of Technical Work
- 5.5. Competency 5: Ability to Forge Compromises Between Business and Technical Constraints
- 5.6. Competency 6: Ability to Manage Client Relationships
- 5.7. Competency 7: Ability to Manage Technical Teams
- 5.8. Competency 8: Ability to Play Positive Politics
- 5.9. Competency 9: Ability to Help Expand Client Relationships
- 5.10. Competency 10: Ability to Work Through Others, to Make Others Productive
- 5.11. Competency 11: Ability to Manage Ambiguity
- 5.12. Competency 12: Ability to Manage Time Horizons
- 5.13. Summary
- 2. The Essential Geek
- 2. The Content of Geek Leadership
- 6. Nurturing Motivation
- 6.1. Can You Motivate Geeks?
- 6.2. Sources of Motivation
- 6.3. Motivating Geeks
- 6.3.1. Select Wisely
- 6.3.2. Manage Meaning
- 6.3.3. Communicate Significance
- 6.3.4. Show a Career Path
- 6.3.5. Projectize
- 6.3.6. Encourage Isolation
- 6.3.7. Engender External Competition
- 6.3.8. Design Interdependence
- 6.3.9. Limit Group Size
- 6.3.10. Control Resource Availability
- 6.3.11. Offer Free Food . . . Intermittently
- 6.4. Demotivating Geeks
- 6.4.1. Exclusion from Decision Making
- 6.4.2. Inconsistency
- 6.4.3. Excessive Monitoring
- 6.4.4. Focus on Tasks, Not Goals
- 6.4.5. Unqualified Evaluation
- 6.4.6. Misaligned Extrinsic Motivators
- 6.4.7. Artificial Deadlines
- 6.4.8. Changing Deadlines
- 6.4.9. Organizational Disinterest
- 6.4.10. Teams Without Skills
- 6.5. Summary
- 7. Providing Internal Facilitation
- 8. Furnishing External Representation
- 9. Managing Ambiguity
- 10. Selecting and Organizing Geekwork
- 11. Uniting Geeks and Geekwork
- 6. Nurturing Motivation
- 3. CONCLUSION: Harmonizing Context and Content
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