277 lines
13 KiB
Plaintext
Executable File
277 lines
13 KiB
Plaintext
Executable File
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Linux kernel management style
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This is a short document describing the preferred (or made up, depending
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on who you ask) management style for the linux kernel. It's meant to
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mirror the CodingStyle document to some degree, and mainly written to
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avoid answering (*) the same (or similar) questions over and over again.
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Management style is very personal and much harder to quantify than
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simple coding style rules, so this document may or may not have anything
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to do with reality. It started as a lark, but that doesn't mean that it
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might not actually be true. You'll have to decide for yourself.
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Btw, when talking about "kernel manager", it's all about the technical
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lead persons, not the people who do traditional management inside
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companies. If you sign purchase orders or you have any clue about the
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budget of your group, you're almost certainly not a kernel manager.
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These suggestions may or may not apply to you.
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First off, I'd suggest buying "Seven Habits of Highly Effective
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People", and NOT read it. Burn it, it's a great symbolic gesture.
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(*) This document does so not so much by answering the question, but by
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making it painfully obvious to the questioner that we don't have a clue
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to what the answer is.
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Anyway, here goes:
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Chapter 1: Decisions
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Everybody thinks managers make decisions, and that decision-making is
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important. The bigger and more painful the decision, the bigger the
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manager must be to make it. That's very deep and obvious, but it's not
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actually true.
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The name of the game is to _avoid_ having to make a decision. In
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particular, if somebody tells you "choose (a) or (b), we really need you
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to decide on this", you're in trouble as a manager. The people you
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manage had better know the details better than you, so if they come to
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you for a technical decision, you're screwed. You're clearly not
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competent to make that decision for them.
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(Corollary:if the people you manage don't know the details better than
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you, you're also screwed, although for a totally different reason.
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Namely that you are in the wrong job, and that _they_ should be managing
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your brilliance instead).
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So the name of the game is to _avoid_ decisions, at least the big and
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painful ones. Making small and non-consequential decisions is fine, and
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makes you look like you know what you're doing, so what a kernel manager
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needs to do is to turn the big and painful ones into small things where
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nobody really cares.
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It helps to realize that the key difference between a big decision and a
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small one is whether you can fix your decision afterwards. Any decision
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can be made small by just always making sure that if you were wrong (and
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you _will_ be wrong), you can always undo the damage later by
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backtracking. Suddenly, you get to be doubly managerial for making
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_two_ inconsequential decisions - the wrong one _and_ the right one.
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And people will even see that as true leadership (*cough* bullshit
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*cough*).
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Thus the key to avoiding big decisions becomes to just avoiding to do
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things that can't be undone. Don't get ushered into a corner from which
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you cannot escape. A cornered rat may be dangerous - a cornered manager
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is just pitiful.
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It turns out that since nobody would be stupid enough to ever really let
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a kernel manager have huge fiscal responsibility _anyway_, it's usually
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fairly easy to backtrack. Since you're not going to be able to waste
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huge amounts of money that you might not be able to repay, the only
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thing you can backtrack on is a technical decision, and there
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back-tracking is very easy: just tell everybody that you were an
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incompetent nincompoop, say you're sorry, and undo all the worthless
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work you had people work on for the last year. Suddenly the decision
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you made a year ago wasn't a big decision after all, since it could be
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easily undone.
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It turns out that some people have trouble with this approach, for two
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reasons:
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- admitting you were an idiot is harder than it looks. We all like to
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maintain appearances, and coming out in public to say that you were
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wrong is sometimes very hard indeed.
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- having somebody tell you that what you worked on for the last year
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wasn't worthwhile after all can be hard on the poor lowly engineers
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too, and while the actual _work_ was easy enough to undo by just
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deleting it, you may have irrevocably lost the trust of that
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engineer. And remember: "irrevocable" was what we tried to avoid in
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the first place, and your decision ended up being a big one after
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all.
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Happily, both of these reasons can be mitigated effectively by just
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admitting up-front that you don't have a friggin' clue, and telling
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people ahead of the fact that your decision is purely preliminary, and
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might be the wrong thing. You should always reserve the right to change
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your mind, and make people very _aware_ of that. And it's much easier
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to admit that you are stupid when you haven't _yet_ done the really
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stupid thing.
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Then, when it really does turn out to be stupid, people just roll their
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eyes and say "Oops, he did it again".
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This preemptive admission of incompetence might also make the people who
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actually do the work also think twice about whether it's worth doing or
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not. After all, if _they_ aren't certain whether it's a good idea, you
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sure as hell shouldn't encourage them by promising them that what they
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work on will be included. Make them at least think twice before they
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embark on a big endeavor.
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Remember: they'd better know more about the details than you do, and
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they usually already think they have the answer to everything. The best
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thing you can do as a manager is not to instill confidence, but rather a
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healthy dose of critical thinking on what they do.
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Btw, another way to avoid a decision is to plaintively just whine "can't
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we just do both?" and look pitiful. Trust me, it works. If it's not
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clear which approach is better, they'll eventually figure it out. The
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answer may end up being that both teams get so frustrated by the
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situation that they just give up.
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That may sound like a failure, but it's usually a sign that there was
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something wrong with both projects, and the reason the people involved
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couldn't decide was that they were both wrong. You end up coming up
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smelling like roses, and you avoided yet another decision that you could
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have screwed up on.
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Chapter 2: People
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Most people are idiots, and being a manager means you'll have to deal
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with it, and perhaps more importantly, that _they_ have to deal with
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_you_.
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It turns out that while it's easy to undo technical mistakes, it's not
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as easy to undo personality disorders. You just have to live with
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theirs - and yours.
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However, in order to prepare yourself as a kernel manager, it's best to
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remember not to burn any bridges, bomb any innocent villagers, or
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alienate too many kernel developers. It turns out that alienating people
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is fairly easy, and un-alienating them is hard. Thus "alienating"
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immediately falls under the heading of "not reversible", and becomes a
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no-no according to Chapter 1.
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There's just a few simple rules here:
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(1) don't call people d*ckheads (at least not in public)
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(2) learn how to apologize when you forgot rule (1)
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The problem with #1 is that it's very easy to do, since you can say
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"you're a d*ckhead" in millions of different ways (*), sometimes without
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even realizing it, and almost always with a white-hot conviction that
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you are right.
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And the more convinced you are that you are right (and let's face it,
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you can call just about _anybody_ a d*ckhead, and you often _will_ be
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right), the harder it ends up being to apologize afterwards.
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To solve this problem, you really only have two options:
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- get really good at apologies
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- spread the "love" out so evenly that nobody really ends up feeling
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like they get unfairly targeted. Make it inventive enough, and they
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might even be amused.
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The option of being unfailingly polite really doesn't exist. Nobody will
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trust somebody who is so clearly hiding his true character.
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(*) Paul Simon sang "Fifty Ways to Leave Your Lover", because quite
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frankly, "A Million Ways to Tell a Developer He Is a D*ckhead" doesn't
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scan nearly as well. But I'm sure he thought about it.
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Chapter 3: People II - the Good Kind
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While it turns out that most people are idiots, the corollary to that is
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sadly that you are one too, and that while we can all bask in the secure
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knowledge that we're better than the average person (let's face it,
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nobody ever believes that they're average or below-average), we should
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also admit that we're not the sharpest knife around, and there will be
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other people that are less of an idiot than you are.
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Some people react badly to smart people. Others take advantage of them.
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Make sure that you, as a kernel maintainer, are in the second group.
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Suck up to them, because they are the people who will make your job
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easier. In particular, they'll be able to make your decisions for you,
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which is what the game is all about.
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So when you find somebody smarter than you are, just coast along. Your
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management responsibilities largely become ones of saying "Sounds like a
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good idea - go wild", or "That sounds good, but what about xxx?". The
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second version in particular is a great way to either learn something
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new about "xxx" or seem _extra_ managerial by pointing out something the
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smarter person hadn't thought about. In either case, you win.
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One thing to look out for is to realize that greatness in one area does
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not necessarily translate to other areas. So you might prod people in
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specific directions, but let's face it, they might be good at what they
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do, and suck at everything else. The good news is that people tend to
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naturally gravitate back to what they are good at, so it's not like you
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are doing something irreversible when you _do_ prod them in some
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direction, just don't push too hard.
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Chapter 4: Placing blame
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Things will go wrong, and people want somebody to blame. Tag, you're it.
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It's not actually that hard to accept the blame, especially if people
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kind of realize that it wasn't _all_ your fault. Which brings us to the
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best way of taking the blame: do it for another guy. You'll feel good
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for taking the fall, he'll feel good about not getting blamed, and the
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guy who lost his whole 36GB porn-collection because of your incompetence
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will grudgingly admit that you at least didn't try to weasel out of it.
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Then make the developer who really screwed up (if you can find him) know
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_in_private_ that he screwed up. Not just so he can avoid it in the
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future, but so that he knows he owes you one. And, perhaps even more
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importantly, he's also likely the person who can fix it. Because, let's
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face it, it sure ain't you.
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Taking the blame is also why you get to be manager in the first place.
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It's part of what makes people trust you, and allow you the potential
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glory, because you're the one who gets to say "I screwed up". And if
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you've followed the previous rules, you'll be pretty good at saying that
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by now.
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Chapter 5: Things to avoid
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There's one thing people hate even more than being called "d*ckhead",
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and that is being called a "d*ckhead" in a sanctimonious voice. The
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first you can apologize for, the second one you won't really get the
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chance. They likely will no longer be listening even if you otherwise
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do a good job.
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We all think we're better than anybody else, which means that when
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somebody else puts on airs, it _really_ rubs us the wrong way. You may
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be morally and intellectually superior to everybody around you, but
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don't try to make it too obvious unless you really _intend_ to irritate
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somebody (*).
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Similarly, don't be too polite or subtle about things. Politeness easily
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ends up going overboard and hiding the problem, and as they say, "On the
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internet, nobody can hear you being subtle". Use a big blunt object to
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hammer the point in, because you can't really depend on people getting
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your point otherwise.
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Some humor can help pad both the bluntness and the moralizing. Going
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overboard to the point of being ridiculous can drive a point home
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without making it painful to the recipient, who just thinks you're being
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silly. It can thus help get through the personal mental block we all
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have about criticism.
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(*) Hint: internet newsgroups that are not directly related to your work
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are great ways to take out your frustrations at other people. Write
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insulting posts with a sneer just to get into a good flame every once in
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a while, and you'll feel cleansed. Just don't crap too close to home.
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Chapter 6: Why me?
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Since your main responsibility seems to be to take the blame for other
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peoples mistakes, and make it painfully obvious to everybody else that
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you're incompetent, the obvious question becomes one of why do it in the
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first place?
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First off, while you may or may not get screaming teenage girls (or
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boys, let's not be judgmental or sexist here) knocking on your dressing
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room door, you _will_ get an immense feeling of personal accomplishment
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for being "in charge". Never mind the fact that you're really leading
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by trying to keep up with everybody else and running after them as fast
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as you can. Everybody will still think you're the person in charge.
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It's a great job if you can hack it.
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