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<p>Editor’s Note xi<br /><i>Warren Bennis</i></p> <p>Foreword xiii<br /><i>David H. Maister</i></p> <p>Introduction xv</p> <p>Acknowledgments xxi</p> <p><b>Overview: The Challenge of Geeks 1</b></p> <p>1. Geeks, Leadership, and Geek Leadership 3</p> <p><b>Part One: The Context of Geek Leadership 19</b></p> <p>2. The Essential Geek 27</p> <p>3. Groups of Geeks 44</p> <p>4. The Nature of Geekwork 57</p> <p>5. Performing Geekwork 74</p> <p><b>Part Two: The Content of Geek Leadership 97</b></p> <p>6. Nurturing Motivation 103</p> <p>7. Providing Internal Facilitation 122</p> <p>8. Furnishing External Representation 142</p> <p>9. Managing Ambiguity 158</p> <p>10. Selecting and Organizing Geekwork 179</p> <p>11. Uniting Geeks and Geekwork 197</p> <p><b>Conclusion: Harmonizing Context and Content 219</b></p> <p>12. How Geek Leaders Lead 221</p> <p>Appendix: Models and Lists 235</p> <p>Notes 241</p> <p>References 243</p> <p>The Author 247</p> <p>Index 249</p>

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.) (<i>Publishers Weekly</i>, October 21, 2002) <p>"Winner of the 2003 Financial Times Germany and getAbstract Award for best book on business leadership"</p>

<p><b>PAUL GLEN</b> is a management consultant who helps clients build effective technology organizations. For more than fifteen years he has advised clients in the United States, Europe, and Asia. He has also served as an adjunct faculty member in the MBA programs at the University of Southern California’s Marshall School of Business and Loyola Marymount University. Prior to founding C2 Consulting, he was western regional manager for SEI Information Technology, a national IT consultancy. And, yes, he is a geek.</p>

<p>LEADING GEEKS</p> <p>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. <p><i>Leading Geeks</i> challenges the conventional wisdom that leadership methods are universal and gives executives and managers the understanding they need to manage and lead the technologists on whom they have become so dependent. <p>This much-needed book—written in nontechnical 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. <p><i>Leading Geeks</i> 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. <p><i>Leading Geeks</i> clarifies the responsibilities and tasks of the geek leader and contrasts them to conventional approaches to leadership. Glen also shows you how to</i> <ul><b><li>Motivate geeks to be productive</li> <li>Facilitate productivity within technical groups</li> <li>Represent geeks to the world outside the lab and cubicle</li> <li>Manage ambiguity to create an environment in which geeks and leaders thrive</li> <li>Structure groups of geeks to support an organization</li></b></ul> <p><i>Leading Geeks</i> gives managers the tools they need to transform the chaos of the creative workplace into a coherent and compelling place for geeks to work.

"Managing technology talent is more critical today than ever before. This book brings an insightful and delightful perspective." <br /> — James Champy, chairman of consulting, Perot Systems Corporation <p>"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."<br /> — Steven Sample, president, University of Southern California</p> <p>"With an uncanny perception, <i>Leading Geeks</i> 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."<br /> — Craig McLeod, director of information technology, San Diego City Schools</p> <p>"Highly talented technical people are a separate breed, and managing them is a delicate art. Paul Glen's new book, <i>Leading Geeks</i>, 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."<br /> — Rick Freedman, author, <i>The IT Consultant</i></p> <p>"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."<br /> — Alan Weiss, author, <i>The Ultimate Consultant</i> Series</p> <p>"I identify with geeks and, therefore, recommend this book not only for those who manage, work, and live with geeks, but also for geeks. It helps us to get to know ourselves better. Read it once for fun and once for meaning, then keep it and expect to refer back to it."<br /> — Dolph Santello, principal consultant, Microsoft Corporation</p>

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