The layman and the expert in management

Recently saw Cai issued, said: "Any company want to let software engineers have a sense of happiness, do not want to leave, you need to establish an engineer culture." The engineer culture is: The class is not obvious, the person and the person is simple, the communication is efficient, the meeting and the banquet is few, the sharing and the study atmosphere is strong, does not let the layman to lead the expert, the department does not have the obvious barrier, the political task type project is few, is willing invests the long-term project, lets the engineer ”

I agree with most of them, but there is one thing I do not agree with, that is: not to let the layman lead the expert.

In recent years I have had a different view of the layman's leadership. Even if the technician upgrade manager, but also do not know the technical field, if said can not touch or lead, it will be a lot of direction can never start. Now I'm more sure that the key is the leadership art of the leader, not whether it's an expert or a layman.

Here, suddenly want to discuss in detail, but the time is really not allowed, so, a bit more nonsense.

Another point is the class is not obvious, I think should be not the existence of class, equality is to inspire the programmer's intrinsic power of an important factor, not the class, the programmer this group of their own consciousness is very strong, once there is a class will appear officials power and inexplicable pressure, equality, Or there is no power to suppress only the level of height and the support of the opinion for a technical team, will be a better choice.

Finally, there is no time to write, let's do it first.

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The layman and the expert in management