I have found this to be incredibly true. I work with teams of scientists, and a lot of people have incredibly different backgrounds. Some people are incredible hackers: Implement anything on a Cray machine? No problem. Some people can visualize data more beautifully: turn a table into a meaningful visual product? Already on it. Some people are good at bringing disparate groups together, and asking the right questions. Those are the people I want to work for, who inspire me personally, whether they came from a tech background or not ( I've worked for people who came from both ).
Leadership is hard. I've noticed that the best leaders not only respect the talents brought from the tech and design sides equally, they get their team members to do the same.
I guess a greater question is how you recognize that quality in a leader. We all want leaders who will bring our talents into a more coherent product/outcome, but how do I know beforehand that a particular boss will be able to realize that goal?
Comments
I have found this to be incredibly true. I work with teams of scientists, and a lot of people have incredibly different backgrounds. Some people are incredible hackers: Implement anything on a Cray machine? No problem. Some people can visualize data more beautifully: turn a table into a meaningful visual product? Already on it. Some people are good at bringing disparate groups together, and asking the right questions. Those are the people I want to work for, who inspire me personally, whether they came from a tech background or not ( I've worked for people who came from both ).
Leadership is hard. I've noticed that the best leaders not only respect the talents brought from the tech and design sides equally, they get their team members to do the same.
I guess a greater question is how you recognize that quality in a leader. We all want leaders who will bring our talents into a more coherent product/outcome, but how do I know beforehand that a particular boss will be able to realize that goal?