JakeBrodskyPE said:
Most people who posture as leaders do NOT come from technical backgrounds.
No they don't, and some tend to look down on those with technical competence.
I had one jerk of a team leader, who was actually on exactly the same level as me, and others in the team, who when showing people around used to refer to us as the technocrats. Needless to say that went down well, especially considering he was simply some guy upper management said will be in charge of us.
We had a meeting one time about that and it was asked what people thought of those on the same level being in charge of teams. I pointed out my experience. What was the response - people need to show maturity.
You find a lot of management types basically say nothing, and couch what they do in motherhood generalised statements - in public anyway - and it occasionally leads to some of the silliest situations you can imagine - they become so caught up in that rarefied atmosphere things that are obvious aren't any more - see the video below. Its part of their diplomatic mind set - but it's actually not conducive to getting anything done.
Occasionally you get a leader that is both technically and managerially competent. They are worth their weight in gold - but are as rare as hens teeth. Needless to say I was never in that elite group. My political skills are zero. I am stupid enough to say what I think.
JakeBrodskyPE said:
However, many of these people walk around with a defective notion that a competent manager can manage anything. So, to use a coaching analogy, can a Hockey coach do well for a gymnastics team? No? Then why do these idiots think they know something that we don't?
Aren't that the truth. They think management is a separate profession and you don't have to have at least high level competences in what you manage.
I saw the outcome of that far too many times.
They make decisions that backfire. Then turn around to their team to get them out of the mess.
I even had one guy that said it straight. We didn't ask you when we decided to do that, but we are asking you now. What went wrong? There were about 20 programmers in the room and he made eye contact with each one. We said nothing. It went on like that for about 15 minutes and no one said anything. He cajoled us with the usual management stuff about commitment to mission statements etc etc. Everyone simply said nothing. He was transferred to another department as the scapegoat for the whole project going kaput. But you know something - it wasn't his fault - it was actually the fault of upper management who had to placate political masters.
Feynman cottoned onto it in the Challenger disaster investigation. They simply ignore what the technical people at the coalface tell them because its politically unpalatable.
Only the very best and most talented of leaders can handle that situation. They exist, but are few and far between. Generally they are so valuable they gravitate toward consulting and bail people out once they get themselves into the mess - a mess they should have avoided in the first place. One of them took over that botched project I referred to above. He got it done - everyone thought it was beyond redemption - including me - but the situation had become so bad what he had to do created the worst working environment I have ever experienced - and the most duplicitous. If only they had done it right from the start.
BTW my management ability is very ordinary - I know that now. But in the thick of it you think these guys are total idiots not realising this managerial political stuff is very very difficult. They aren't - simply out of their depth in trying to placate two masters - the truth - and the rarefied atmosphere of high level management.
Thanks
Bill