There's a book somewhere in the middle of my "being read" stack (many books get added to the top, few ever get removed) called =Introducing Neuro-Linguistic Programming= by O'Connor & Seymour.
The authors agree; they say that if you watch people talking who are receptive to each other, they share the same posture, gestures, and level of eye-contact. They also say that you can CREATE rapport by intentionally matching your conversation partner's state & style of communication.
Check out the book, it's pretty interesting. Is it mind control? MMMMMmmmmmmaybe....
-- "Doctor Steve was a loving, caring man who wanted only the best for me. And to control my mind." -Oasis
I have only been in the computer industry three years, and never as a manager, so take this advice with whatever salt you wish. However, I've worked at several jobs with both contractors and regular employees, and I've taken the opportunity to mesh their opinions with my own.
If you feel that your company can manage technical employees well, hold on to them, and "grow" them, then go with employees. If your company can't hold on to both a good technical manager and good technical employees for any period of time, hire contractors.
Of course, if your company specializes in serving up bleeding-edge, silver bullet of the month solutions, you may HAVE to choose contractors.
Slashdot Mirror
There's a book somewhere in the middle of my "being read" stack (many books get added to the top, few ever get removed) called =Introducing Neuro-Linguistic Programming= by O'Connor & Seymour.
The authors agree; they say that if you watch people talking who are receptive to each other, they share the same posture, gestures, and level of eye-contact. They also say that you can CREATE rapport by intentionally matching your conversation partner's state & style of communication.
Check out the book, it's pretty interesting. Is it mind control? MMMMMmmmmmmaybe....
--
"Doctor Steve was a loving, caring man who wanted only the best for me. And to control my mind." -Oasis
I have only been in the computer industry three years, and never as a manager, so take this advice with whatever salt you wish. However, I've worked at several jobs with both contractors and regular employees, and I've taken the opportunity to mesh their opinions with my own.
If you feel that your company can manage technical employees well, hold on to them, and "grow" them, then go with employees. If your company can't hold on to both a good technical manager and good technical employees for any period of time, hire contractors.
Of course, if your company specializes in serving up bleeding-edge, silver bullet of the month solutions, you may HAVE to choose contractors.
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