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

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.


From Book News, Inc.
Technology workers are notoriously difficult to manage, says management consultant Glen. He argues that leaders need to recognize that these "geeks" are fundamentally different from other employees, that their work is different, and that trying to modify their behavior is useless, because most of their productivity is in thought, rather than behavior. He describes the nature of these differences and offers advice on how managers can adapt their leadership style to these realities.Copyright © 2004 Book News, Inc., Portland, OR


Review
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"


Review
"Winner of the 2003 Financial Times Germany and getAbstract Award for best book on business leadership"

FROM THE PUBLISHER

In today's business climate, technology drives productivity and competitiveness and "geeks" drive technology. More than ever Geeks-those people who research, develop, design, build, test, install, and support technology-are a critical factor in every organization's success.

Leading Geeks challenges the conventional wisdom that leadership methods are universal and gives executives and managers the understanding they need to manage and lead the technologists upon whom they have become so dependent.

This much-needed book-written in non-technical language by Paul Glen a highly acclaimed management consultant-gives clear directions on how to effectively lead these brilliant yet notoriously resistant-to-being-managed knowledge workers. Glen not only provides proven management strategies but also background on why traditional approaches often don't work with geeks.

Leading Geeks describes the beliefs and behavior of geeks, their group dynamics, and the unique nature of technical work. It also offers a unique twelve part model that explains how knowledge workers deliver value to an organization.

Leading Geeks clarifies the responsibilities and tasks of the geek leader and contrasts them with conventional approaches to leadership. Glen also shows you how to: Motivate geeks to be productive Facilitate productivity within technical groups Represent geeks to the world outside the lab and cubicle Manage ambiguity to create an environment in which geeks and leaders thrive Structure groups of geeks to support an organization

Leading Geeks gives managers the tools they need to transform the chaos of the creative workplace into a coherent and compelling place for geeks to work.

SYNOPSIS

Technology workers are notoriously difficult to manage, says management consultant Glen. He argues that leaders need to recognize that these "geeks" are fundamentally different from other employees, that their work is different, and that trying to modify their behavior is useless, because most of their productivity is in thought, rather than behavior. He describes the nature of these differences and offers advice on how managers can adapt their leadership style to these realities. Annotation (c)2003 Book News, Inc., Portland, OR

FROM THE CRITICS

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. (Nov.) Copyright 2002 Cahners Business Information.

WHAT PEOPLE ARE SAYING

Cook

Using gentle humor and keen intellect, Paul Glen pries the covers off an often mysterious group of key contributors. Wondering what makes geeks tick, and how to get them ticking in sync with the rest of the business? This book will show you how.  — President, Ageos Enterprises

McLeod

With an uncanny perception, Leading Geeks provides rare insight into managing often confusing and complex IT professionals. Whether you have minimal or extensive experience managing technologists, you will be inspired by this book.  — Director of Information Technology San Diego City Schools

Dickason

Leading Geeks provides a unique and pragmatic perspective of the issues faced by technologists as they create value within an organization. The ideas here will help any technical business.  — Senior Vice President and Chief Technology Officer Kinko's

David Finegold

This book is a must read for all who struggle with leading the technical workforce. I'm going to be assigning it to all my students.  — Head of Strategy and Organizations Studies Keck Graduate Institute for Applied Life Sciences

Froman

This book is a great read, easily understood and logically organized. It will definitely help leaders gain the skills needed to be successful in today's technologically dependent organizations.  — Rear Admiral, United States Navy (retired)

Michael T. Mori

Leading Geeks nails the complex Geek psyche and offers pragmatic advice and insight for those who wish to harness the power of these most valuable employees. This book is required reading for anyone in my company that works with Geeks.  — President Network Insight

Marsha Lewin

This book is a must-read for anyone who has to deal with the techno-geeks of today's society. Paul has encapsulated the essence of managing these folks effectively without losing his sense of humor and his perspective.  — Author of The Overnight Consultant, The Consultant's Survival Guide, Better Software Project Management, and co-author of Software Project Management: : Step by Step

Margaret Hellie Huyck

Although ostensibly about technologists, Leading Geeks provides broader insights into the nature and management of knowledge workers in general. In fact, this book would be very valuable for university managers who are trying to "lead" their faculty knowledge workers!  — Professor, Institute of Psychology, Illinois Institute of Technology

Alan Weiss

We ought to stop complaining about technical wizards and learn how to utilize their considerable talents. Paul Glen helps us to do that better than I ever dreamed possible.  — Author of , The Ultimate Consultant Series

Andrew Sobel

Paul Glen masterfully and humorously teaches us how to create followership in this notoriously inscrutable but essential population. Ignore his rock-solid advice at your own peril.  — author of Clients for Life and Making Rain

James Champy

Managing technology talent is more critical today than ever before. This book brings an insightful and delightful perspective.  — Chairman of Consulting Perot Systems Corporation

Highly talented technical people are a separate breed and managing them is a delicate art. Paul Glen's new book Leading Geeks is essential reading for any manager facing the difficult challenge of leading, motivating, and rewarding technical contributors. Paul has done the improbable - he's taken his experience and knowledge of technical leadership and produced a funny, engaging, and valuable work that is a treasure trove of wisdom for technical managers. — Rick Freedman

Steven B. Sample

In this provocative book, Paul Glen provides excellent advice for managing "Geeks" -- the computer nerds and other high-tech gurus of the 21st century. But his insights apply equally well to the challenge of leading any group of specialists for whom esoteric knowledge is more important than power, and expertise more determinative of social dominance than bureaucratic hierarchy, including actors, athletes, university faculty, musicians, doctors and bond traders.  — President University of Southern California

I recognize the Geeks Mr. Glen describes from my time at Apple Computer working with the team that invented the Macintosh. If I'd had this book in 1981, there's no doubt that I could have better served the Human Resources needs of that team.  — A. Milledge

Jeff Chasney