I recently re-read a fantastic book “Peopleware: Productive Projects and Teams” by Tom Demarco and Timothy Lister.
The book is filled with hard-won wisdom about executing projects and managing people for highest productivity.
Here is a real-life story from the book that underlines importance of the “human aspect” of our work; especially creative work that requires significant emotional involvement too.
In my early years as a developer, I was privileged to work on a project managed by Sharon Weinberg, now president of the Codd and Date Consulting Group. She was a walking example of much of what I now think of as enlightened management. One snowy day, I dragged myself out of a sickbed to pull together our shaky system for a user demo. Sharon came in and found me propped up at the console. She disappeared and came back a few minutes later with a container of soup. After she’d poured it into me and buoyed up my spirits, I asked her how she found time for such things with all the management work she had to do. She gave me her patented grin and said, Tom, this is management.”
Sharon knew what all good instinctive managers know: The manager’s function is not to make people work, but to make it possible for people to work.
Peopleware was first published some 25 years ago, and updated once since then. With such remarkable wisdom available to us, it is unfortunate to see many organizations and leaders still not getting the very essence of leading a knowledge-oriented and creative enterprise. Either they don’t read enough (which is dangerous) or they don’t practice what they already know.
It is all about people. As the book nicely puts it,
“The major problems of our work are not so much technological as sociological in nature.”
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