I’ve Never Met a Developer Who…

I’ve Never Met a Developer Who…

In fifty years before the mast, I’ve never met even a single developer who…

…Cares About the Profitability or Success of Their Employer

It’s a rare sight indeed to find a developer who is genuinely invested in their company’s financial health – beyond their own salary and job security. Many seem to view their role purely through the lens of technical challenges, often disconnected from the broader business objectives. This myopic focus can lead to misalignment between development efforts and organisational goals. Encouraging a more holistic understanding of how technical decisions impact the bottom line could foster a sense of ownership and potentially drive more value-oriented development practices.

…Understands the Relevance of Deming, Ackoff, Goldratt, Buckminster Fuller, etc. to Their Work

The giants of systems thinking and management theory seem to be largely unknown in the world of software development. Yet, the principles espoused by thinkers like W. Edwards Deming, Russell Ackoff, Eliyahu Goldratt and Richard Buckminster Fuller have profound implications for how we approach development of software-intensive products. Their insights into statistical process control, systems thinking, and constraint management could revolutionise how we build and maintain software. The disconnect between these powerful ideas and everyday development practices represents a missed opportunity for significant advancements in development management and software quality.

…Understands the Role of the Way the Work Works, Let Alone Wishes to Own It

Most developers I’ve encountered seem content to work within the systems and processes handed down to them, rarely questioning or seeking to improve the underlying workflow. The idea of ‘owning’ the way work is done — from development approaches to deployment pipelines— is often seen as outside their purview. However, developers are uniquely positioned to understand and optimise these workflows. Encouraging ownership of work processes could lead to more effective, enjoyable, and productive development environments.

…Seeks to Identify the Folks That Matter™ and Attends to the Needs of Those Folks

It’s uncommon to find a developer who actively seeks to understand and prioritise the needs of key stakeholders — the ‘Folks That Matter™’. Many developers tend to focus solely on technical requirements without considering the broader context of who will be impacted by their work and what those individuals truly need. This oversight can lead to solutions that, while technically sound, fail to address the real-world needs of users, clients, or business leaders. By identifying and attending to the needs of these crucial folks, developers could create more impactful and valued solutions, bridging the gap between technical execution and business value.

…Is an Ideal Team Player

Patrick Lencioni’s concept of the Ideal Team Player — someone who is humble, hungry, and people-smart — is rarely embodied in the developers I’ve encountered. Some developers excel in maybe one of these areas, but finding someone who consistently demonstrates all three is as rare as hens’ teeth. While developers are often ‘hungry’ for technical challenges and growth, they are rarely hungray is the commencial sense implied by Lencioni, and they certainly struggle with the other two aspects. ‘Humility’ can be challenging in a field that often rewards individual brilliance, making it difficult for some to put the team’s needs before their own ego. The ‘people-smart’ aspect, referring to interpersonal skills, emotional intelligence, and social awareness, is perhaps the rarest quality. Many developers, brilliant in their technical domains, struggle with empathy, clear communication, interpersonal relationships, and navigating complex social dynamics within a team.

The stereotype of the socially awkward programmer persists for a reason, but it’s a limitation that can significantly impact team cohesion and project success. A developer who can combine technical prowess with the ability to be humble in their interactions, maintain a strong work ethic and desire for growth, and navigate social situations with tact and awareness would be a tremendous asset to any team. Cultivating these three virtues — humility, hunger, and people-smarts — could dramatically improve team dynamics, productivity, and overall project success in software development environments.

Conclusion

These observations highlight significant gaps in how many developers approach their work. By broadening our perspective beyond code to encompass business impact, systems thinking, ownership of the way the work works, and the needs of the Folks That Matter™, we could hugely elevate the practice of software development. This shift could lead to more aligned, effective, and innovative development teams, ultimately producing better software and more successful businesses. As an industry, we might choose to strive to cultivate these often-overlooked aspects of development, fostering a more holistic and impactful approach to our craft. By doing so, we not only improve the quality of our work but also enhance its relevance and value to the organisation and its key stakeholders.