When I interviewed Jamie for a position at ZenTech, the first impression of him was an enthusiastic engineer. With good skills, product ideas and positive teamwork, he's really a great candidate.
But, two years later, Jamie became a very passive developer, who just wanted to code in silence.
I should have noticed the signs. He does not speak up, does not contribute ideas in the production process or product as I expect, and his "friendly" relationships are often just satirical words. "I told you" is Jamie's mouth in every situation.
Jamie might have thought of leaving the company. I really hope Jamie thinks like that. But the reality is not always the same, the company is lack of manpower, and I need all the help that I can get.
Result?
A programmer can code alone and does not want to communicate with anyone.
Humans are formed by the environment
Many managers believe that the problem lies in Jamie. If he is a better employee, more dedicated, or at least more interested, then this will not happen.
Unfortunately not.
The first suggestions are always very important
How you receive and process ideas from programmers will have important implications. It will tell them a lot about how the company works. This will determine if they will share more ideas in the future.
Certainly, some ideas may not be feasible in your environment. Some may be for later to discuss "when have time". Some ideas seem great, but they are not.
Whatever the reason, denying the programmer's ideas straight - especially in the first few months of their startup - is a bad move.
Denied by everyone around you, you will try several times to present your ideas in a different way, to achieve a successful outcome. However, if you fail, you will immediately realize that giving the opinion is completely useless and the best thing is to be silent.
That's exactly what you do not want your programmer to think about
Because he will stop giving ideas, meet customers, and really try to learn.
In the end, that would be a loss.
The bigger the idea, the greater the risk
Remember that your programmers are always at risk of being negative when they come up with a new idea. The bigger the idea, the higher the risk.
Why is it a risk? Because our ideas reflect ourselves, our views as well as our passions. We do not talk about ideas that we do not care about, or if it is inappropriate. In other words, we give our best ideas in the hope that they will be recognized.
This sometimes leads to vulnerability and if we believe that our ideas will not be accepted, then as a natural mechanism, we will also stop providing and sharing it.
Commenting will affect behavior
Naturally when your programmer, after losing his belief, will only do what gives him success: write the code.
Jamie's enthusiasm for innovation, innovation and development is lost.
His interest in career and opportunity has been replaced by a wage concern. Jamie became increasingly worried about how much he earned as well as his position.
His enthusiasm for changing the world has been extinguished.
He learned not to give an idea of what was built, so he was obsessed with the way they reacted to his ideas.
The corporate culture has turned him into a mere survivor
What is your real culture?
Culture is not your motto on the wall, or how you describe your task in an interview. Culture is the way people actually work, and what they really care about.
If you wonder what kind of culture you have, start by looking at how people behave.
If you do not like what you see, change it. Culture is not saying. It is learned, simulated, and imitated.
Because culture is not Jamie's fault. It's our fault - the leader, software manager and CTO's.
So do not blame Jamie and start making changes to your corporate culture. As soon as possible.
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