Here Are Some Reasons Why You Shouldn't Manage Developers By Fear

It's a waste of time and money when software developers change jobs more frequently than ever.

 

 

My purpose here is to offer managers of software developers a few tips. 

 

There are a few things you should be aware of:

 

1. Pay isn't everything to them.

 

2. They are intelligent.

 

A software engineer, regardless of their knowledge of technology stacks, receives 4-5  requests for an interview every week.

 

It can easily be ten per week if they have proven experience in Java, JavaScript, or .NET environments, CI/CD pipelines, quality metrics, and cloud infrastructure.

 

In fact, above-average developers receive so many recruiter messages on LinkedIn that they are sick of robotic, automated messages from recruiters. 

 

There are certain behaviors and skills that differentiate good software engineers from great ones.

 

I have observed this in my meetings with hundreds of senior software engineers.

 

An engineer manager will quickly realize that simply being able to code well will not make one stand out from the rest.

 

Rather, a truly talented individual will possess a handful of additional capabilities, including:

 

1. An agnostic, solution-oriented approach to technology

 

2. Understanding the necessity of manual task automation for any tech company.

 

3. The most common language in tech is still English. Smart algorithms aren't enough. You need people who can think clearly and communicate well.

 

4. Avoiding poisonous behaviors within a team setting, such as not giving 100% unless there are opportunities to be a team hero, or resisting change for the sake of stability. 

 

5. Excellent timing and calendar management abilities.

 

6. A strong sense of self-confidence without being boastful.

 

7. Fluency in describing past professional experiences; ability to succinctly describe the unique value that they bring to the table

 

8. A willingness to try new things and to hire through testing

 

Developers have more opportunities now than ever before, resulting in a low level of loyalty.

 

A junior developer today has at least 100 times more chance of finding a new job in their country or overseas. 

 

According to Andy Grove: “Fear doesn’t work great on knowledge workers as well as it does for galley slaves.”

 

The developers don't care about food, shelter, and other basic needs.

 

Most of the senior developers I met had a decent amount of savings and higher living standards than the average person in their countries.

 

They know there are hundreds of other opportunities available to them.

 

 

My assurance is that a developer subordinate who is managed using fear will return home with ten unread job offers in their inbox or email. 

 

So, how can we encourage developers to work?

 

 

This question is probably being asked by thousands of managers.

 

Or perhaps there are those who believe that coding will be done by machines in the near future.

 

Well, this will only increase the cost of hiring great software engineers.

 

Knowledge workers, particularly software engineers, are encouraged to realize their potential and follow their dreams.

 

As a manager, you should:

 

1. Keep them motivated by challenging them with impossible and almost unachievable tasks. I admire their unwavering commitment to personal development. 

 

2. Make your engineering processes compatible with remote work. 

 

3. Give them a chance to experiment and do not dismiss their ideas categorically. Lastly, always listen to them. 

 

4. It is important to give credit to the team members; do that in front of everyone. For many knowledge workers, external motivation is a major motivator. 

 

5. Maintain a challenging environment for your developers.

 

6. Payments must be made on time and at a good rate.