The Politician’s main concern is making their bosses and peers think they are doing a great job, and are responsible for every success they can claim, regardless of reality. They are cousin to the Glory Hog, but are far less destructive than them, because their goal is to create a successful environment for themselves. Also, their behavior is driven by confidence, not under-confidence. They are not threatened by their reports’ accomplishments, because they intend to take credit for them. This means that as long as they look good, they don’t mind if other people do too.

I’m intrigued by the idea of using Google Glass during a presentation to avoid ever having to look at or touch a computer. I’ve taken a cursory look over the apps that are currently available, and tried out Your Show and Glassentation.

I’m concerned about two things – one, pulling it off at all, meaning making sure that my audience is still focused on my talk and not my gadget, and two, being able to continuously engage the audience while referring to my notes quickly enough to not break the flow.

The Isolationist manager takes their job as a “crap umbrella” to a dysfunctional extreme. They try to limit interactions between their team members and other people in the organization. They take their responsibility toward their team very seriously, and their isolation is a misguided attempt to make them more productive.

Behavior in meetings: The Isolationist isn’t so much identified by behavior in meetings, as much as by the influence they have on organizing meetings. They do their utmost to prevent their team members from attending meetings with external teams. This makes them a huge bottleneck.

I’ve written a Python program to do something fancy with JIRA that I couldn’t get using built-in facilities. You already get notifications from Jira about the tickets you personally care about, based on your notification settings. My tool will give you, additionally, an hourly email in your inbox summarizing all the changes in projects you care about, skipping the the ones you already got direct notifications of. Not only that, but it will make sure that you only ever have one of these summaries in your inbox, by consolidating them when a new summary is generated. It’s only at version 0.2 at the moment, but I’m opening it up today and hopefully some of you will find it useful. Over time, I hope we can polish it some more.

Are video tracking algorithms good enough to take the feed from a crappy digital camera, and tell me how fast I threw a baseball or how far I hit a golf ball? Last time I toyed with these over a decade ago, probably not, but now, they might be.

The True Democrat never makes decisions, they only operate by total consensus. This approach will lead to just as much unhappiness in a team as ignoring their input. Egalitarianism is a good foundation for seating charts, opportunities, compensation, and promotions; it is not for strategic decision making. Put another way: fairness is not the same principle as equality.

Behavior in meetings: The True Democrat is more concerned with equal speaking time than guiding the meeting towards the best outcome. They will either advocate actively on behalf of everyone’s ideas, or they will disappear into the woodwork when consensus is not forthcoming. Either way, they cause meetings to grind along without heading towards a resolution.

The Glory Hog is really bad news. They want to take credit for the work their team does, and are more interested in their own advancement than their team members’ performance and growth. This boss bug is my first example of a cloaking bug, that is, this person will often use subterfuge to prevent their trait from being identified.

As such it is very important to be able to distinguish glory hogging from innocuous behavior, and other bugs where the observed behavior can be similar.

The Best Friend manager wants to be friends with their team members more than they want to manage them. Their team members enjoy work and usually get along, but have a tendency to miss deadlines, do not drive the product forward, and over time, lose pride in their work as they accomplish less. A good manager has a team that respects them, and can also make tough decisions that may not make everyone on their team happy.

Recap

Last week I started this Debugging the Boss series, to highlight specific traits that lead to management problems. I expect most people will see these traits in themselves or their bosses (I certainly do). I think everyone has some of these traits… in fact every manager should have many of these traits. What’s important is having them in moderation.

I’m going to post one of these every week or so until I run out of traits to write about. First up: The Hyper-Owner.

Managing in a technology company is one of the charter topics of this blog. I cannot think of any single thing that represents a greater risk to a growing tech firm than the damage that can be done by bad management. A really bad employee can waste resources and time, and lower the morale of those around them; a really bad manager can do more serious harm, in a wider range, that lingers on even after they have been removed or corrected.