Confessions of a software development manager

The Final Chapter

When I started writing this series I jotted down several types of character that I wanted to deal with. In truth, there are probably only around eight or nine different types and I covered four as I don't class Mr Old School and The Unsullied really as personality types. It should, however, be noted that as I stated in the first of the series, this was not to be an in-depth study of personalities and, with no formal study or qualification in that area, I am not really equipped for the task.

I had others such as the Workhorse, the Pessimist, the All-rounder, the Specialist, the Team Player, Mr Why and the Comedian who didn't really warrant their own piece and also didn't really lend themselves to a full discussion on managing them or how that would affect an Agile team as most of the methods that would be used were covered in the texts published, and the downsides of most characters can be handled in similar ways. 

The Workhorse - give him the work, feed and water him, praise him for his efforts. You will be rewarded with a loyal employee for whom the extra mile is normal.

The Pessimist - try to brighten his mood, encourage him, improve his confidence and above all do not allow the infection to spread. Counteract each problem with a viable solution.

The All-rounder - doesn't really need managing, excellent at teaching others, a valuable asset. Armed with plenty of ready made solutions.

The Specialist - caught between the shadow and the light, often unwilling to venture from the cocoon to learn anything new. Uncomfortable being asked to step out of their comfort zone, sometimes defensive. Quite often a necessary evil where knowledge sharing is not given the required time and attention. Will resist relinquishing the power of their specialist knowledge.

The Team Player  - always willing to help everyone, loves to get involved, a defender of everyone. normally makes a great cuppa and knows everyone's particular preferences.  An absolute necessity within the team, their enthusiasm is infectious.  Often the arranger of social activities for the team.

Mr Why - the inquisitor and obstructor. Devil's advocate for all things accepted as best practice. Overly zealous when questioning things, often unwilling to accept the right answer, occasionally arrogantly preferring to come to the conclusion alone.

The Comedian - the laughter-maker, loves to joke , has lots of funny stories, can be witty, can be corny but always gets a reaction. A lot of the time people laugh with him but as with clowns and jesters, sometimes at him. Allow the banter to infect others, even encourage it so long a healthy balance is found. Offices with laughter and banter are far better and more rewarding places to work.

I found it extremely amusing talking to people with whom I had worked previously about the series and each of them wanted to know which character they were, some even thought that entire posts were specifically about them. One person recently stated "They are not exactly disguised." It was almost as if I was being accused of having a go at specific people. I must confess that there were similarities between some of the characters and those that I have worked with but that was inevitable in a set of discussions of this nature.

Why did I find it amusing you might ask. The clue is in the title of all of the posts: 

"Confessions of a software development manager"

Those of you who have known me for a while, some of you from university, and certainly those of you with whom I started way back in my first role as a "trainee analyst programmer" will probably have recognised that, in truth,
the entire series was about me.

No, I don't have a personality disorder, before you ask, but I have, over the years, exhibited all of the traits described, some, hopefully the better ones, have stuck with me. The darker characteristics are those that I have come to realise were faults, although at the time they seemed like they were not. All of them, however, were learning vehicles for which I have been, am now, and always will be truly grateful.
My ideas on how to handle those characteristics were born of experience, of an understanding of how I was, what I was thinking, and what was required to resolve those issues. Some of it I discovered for myself, but a lot of it was given to me by my previous managers, good and bad alike. They have taught me how to accept others failings  and darkness as they sometimes accepted mine, and how to try and nurture the the light. Some have taught me how not to be and what does not work.

My final confession is simply this:

I learn something new about managing every day, whether it be people, projects, finances or my personal life, and I suspect that is something that will never change.