Alexander Kjerulf is in the category of people who wrote their own job description and then people took them seriously. The self-described Chief Happiness Officer is working on the same "Happy People" project at HP as me and I really like his blog.

Like me, he comes from an IT background. I think is why I enjoyed his post: How NOT to lead geeks so much. In summary:

1. Downplay training
2. Give no recognition (I used to write handwritten thank you letters to team members when products shipped, but I wished I had given more recognition generally.)
3. Plan too much overtime (I was very guilty of this back in the day)
4. Use management-speak (see my old posts The Devil’s Marketing Dictionary Part One, Part Two and Part Three)
5. Try to be smarter than the geeks
6. Act inconsistently
7. Ignore the geeks
8. Make decisions without consulting them
9. Don’t give them tools
10. Forget that geeks are creative workers

Another common problem in my experience is "two peoples divided by a common language".  I wrote about Geeks: how to write for a non-technical audience and (in the opposite sense) How to write like a hacker.

Just as management-speak is inspires cynicism in geeks, techno-speak inspires fear in managers. I’m thinking of writing a post on this. Does anyone have good examples? Any good suggestions for bridging the gap?