So you can hire someone who gets stuff done, but if getting stuff done in your organization requires them to be an asshole, and they aren't up for that, well they aren't going to be nearly as successful as you would like them to be.
You've sort of nailed it. Also what I see is, how much people are addicted to the NIH syndrome. They have a ways of working which they won't change, adapt or even agree debate for their own good.
The way I see, too much or too little process are both equally dangerous. The key is neither to over play nor under play the game. Too little management leads to wandering in the wild with no goals, plans, tracking and destination. Often overly delayed projects.
Too much management gets in the way of achieving what would have been even easily possible.
After all the analysis I can say, sure you may want to hire every smart guy on the market. But you must also know to manage them. Bunch them together, create a positive environment and enable them to be as much productive as they can be. Good people need to be taken care of, Senior developers/architects even though not managers need to have some people skills. Its simple, if interacting with people is a part of your job.. People skills become part of your job.
To be good alone is not sufficient, if you are good alone you can probably get a maximum of 9 hours worth of job done everyday. But if you can manage 10 such brilliant guys you can deliver 90 hours of such work every day. But that requires spotless planning, tracking, course correction and most important creating an environment where such people can be productive.
Nothing big in software these days can achieved without team work. If a person is not good with teams, may be its time for him to look somewhere else. Being a jerk, rude and arrogant with junior developers may help you give a false sense of superiority but that won't bring you success.
You've sort of nailed it. Also what I see is, how much people are addicted to the NIH syndrome. They have a ways of working which they won't change, adapt or even agree debate for their own good.
The way I see, too much or too little process are both equally dangerous. The key is neither to over play nor under play the game. Too little management leads to wandering in the wild with no goals, plans, tracking and destination. Often overly delayed projects.
Too much management gets in the way of achieving what would have been even easily possible.
After all the analysis I can say, sure you may want to hire every smart guy on the market. But you must also know to manage them. Bunch them together, create a positive environment and enable them to be as much productive as they can be. Good people need to be taken care of, Senior developers/architects even though not managers need to have some people skills. Its simple, if interacting with people is a part of your job.. People skills become part of your job.
To be good alone is not sufficient, if you are good alone you can probably get a maximum of 9 hours worth of job done everyday. But if you can manage 10 such brilliant guys you can deliver 90 hours of such work every day. But that requires spotless planning, tracking, course correction and most important creating an environment where such people can be productive.
Nothing big in software these days can achieved without team work. If a person is not good with teams, may be its time for him to look somewhere else. Being a jerk, rude and arrogant with junior developers may help you give a false sense of superiority but that won't bring you success.