Slashdot Mirror
How Do I Manage Seasoned Programmers?
An anonymous reader writes "I have a technology background and worked as a programmer for a few years before slipping over to the dark side. I am now on the business side and have been given responsibility for a small team of Java programmers. While the technology aspect of what my team works on doesn't scare me, I need ideas to make sure the team stays motivated while reporting to me, a business-oriented guy. Perhaps I should mention I am in my early 30s while the majority of the team constitute an older, wiser generation. What advice should I follow to avoid turning into yet another Bill Lumbergh?"
A C+ level of skill and competence is all we should expect from anyone. And no one in a position of leadership cares as long as you get the crap out the door more or less on time and reasonably close to budget. Beyond that, it really doesn't matter. So lose them all and send the work to Russia or India or China or Brazil.
If you want advice on being gay, ask joel. If you want advice on software or management, ignore that cocksucker.
Seriously. Quit pandering to the pinnacles of uber geek primadonnism and threaten to outsource their pathetic skins. Enough already.
Sometimes, people post as AC because they don't want to bother looking back for a response from a "slashtard" that is obviously not going to offer anything intelligent or interesting and, as the previous AC pointed, is either physically or mentally in their 20s. (Although that seems a bit unfair - Not many people over 21 come across as as big a douche as you do).
[In this case you can narrow down my actual account rather than just AC - I'm one of the people that 'Freaked' you today.]