Lithorien wrote:And letting the dog put his paw print with all the engineers - well, sometimes all that holds a project together are the small morale boosters.
In the pre-Commodore times (1982-1985), Miner led Amiga Inc. with a style I could only wish companies would emulate today. He believed in the talent of every man he hired, and excused virtually every quirk they might have.
One walked the office in fluffy slippers (D. Needle). One (D. Luck) missed his first interview because he overdid it at a company party at Hewlett Packard the day before - but was re-invited and, ultimately, hired, because he was the right man. He also tended to enter the compile command, followed by a "beep" command, and took a quick nap on a pillow he brought for the purpose, until the "beep" came up. (Hence his nickname "Jo Pillow".) One (C. Sassenrath) was hired as OS engineer, and was basically told he could do it any way he liked, as long as he got it working, so he wrote a preemptive multitasking OS...
What Miner got in return was a close-knit team with high morale and loyality. They worked long hours, slept under their desks to save the time the trip home would take, and "showered" in the hand washbasin, using paper towels to get dry. That project was their baby, and everybody cared for it as best he could.
If you think you have to supervise your employees closely, you've hired the wrong team, or you're working on the wrong project.