1 .. _managementstyle: 1 .. _managementstyle:
2 2
3 Linux kernel management style 3 Linux kernel management style
4 ============================= 4 =============================
5 5
6 This is a short document describing the prefer 6 This is a short document describing the preferred (or made up, depending
7 on who you ask) management style for the linux 7 on who you ask) management style for the linux kernel. It's meant to
8 mirror the :ref:`process/coding-style.rst <cod !! 8 mirror the process/coding-style.rst document to some degree, and mainly written to
9 degree, and mainly written to avoid answering !! 9 avoid answering [#f1]_ the same (or similar) questions over and over again.
10 questions over and over again. <<
11 10
12 Management style is very personal and much har 11 Management style is very personal and much harder to quantify than
13 simple coding style rules, so this document ma 12 simple coding style rules, so this document may or may not have anything
14 to do with reality. It started as a lark, but 13 to do with reality. It started as a lark, but that doesn't mean that it
15 might not actually be true. You'll have to dec 14 might not actually be true. You'll have to decide for yourself.
16 15
17 Btw, when talking about "kernel manager", it's 16 Btw, when talking about "kernel manager", it's all about the technical
18 lead persons, not the people who do traditiona 17 lead persons, not the people who do traditional management inside
19 companies. If you sign purchase orders or you 18 companies. If you sign purchase orders or you have any clue about the
20 budget of your group, you're almost certainly 19 budget of your group, you're almost certainly not a kernel manager.
21 These suggestions may or may not apply to you. 20 These suggestions may or may not apply to you.
22 21
23 First off, I'd suggest buying "Seven Habits of 22 First off, I'd suggest buying "Seven Habits of Highly Effective
24 People", and NOT read it. Burn it, it's a gre 23 People", and NOT read it. Burn it, it's a great symbolic gesture.
25 24
26 .. [#f1] This document does so not so much by 25 .. [#f1] This document does so not so much by answering the question, but by
27 making it painfully obvious to the questione 26 making it painfully obvious to the questioner that we don't have a clue
28 to what the answer is. 27 to what the answer is.
29 28
30 Anyway, here goes: 29 Anyway, here goes:
31 30
32 .. _decisions: 31 .. _decisions:
33 32
34 1) Decisions 33 1) Decisions
35 ------------ 34 ------------
36 35
37 Everybody thinks managers make decisions, and 36 Everybody thinks managers make decisions, and that decision-making is
38 important. The bigger and more painful the de 37 important. The bigger and more painful the decision, the bigger the
39 manager must be to make it. That's very deep 38 manager must be to make it. That's very deep and obvious, but it's not
40 actually true. 39 actually true.
41 40
42 The name of the game is to **avoid** having to 41 The name of the game is to **avoid** having to make a decision. In
43 particular, if somebody tells you "choose (a) 42 particular, if somebody tells you "choose (a) or (b), we really need you
44 to decide on this", you're in trouble as a man 43 to decide on this", you're in trouble as a manager. The people you
45 manage had better know the details better than 44 manage had better know the details better than you, so if they come to
46 you for a technical decision, you're screwed. 45 you for a technical decision, you're screwed. You're clearly not
47 competent to make that decision for them. 46 competent to make that decision for them.
48 47
49 (Corollary:if the people you manage don't know 48 (Corollary:if the people you manage don't know the details better than
50 you, you're also screwed, although for a total 49 you, you're also screwed, although for a totally different reason.
51 Namely that you are in the wrong job, and that 50 Namely that you are in the wrong job, and that **they** should be managing
52 your brilliance instead). 51 your brilliance instead).
53 52
54 So the name of the game is to **avoid** decisi 53 So the name of the game is to **avoid** decisions, at least the big and
55 painful ones. Making small and non-consequent 54 painful ones. Making small and non-consequential decisions is fine, and
56 makes you look like you know what you're doing 55 makes you look like you know what you're doing, so what a kernel manager
57 needs to do is to turn the big and painful one 56 needs to do is to turn the big and painful ones into small things where
58 nobody really cares. 57 nobody really cares.
59 58
60 It helps to realize that the key difference be 59 It helps to realize that the key difference between a big decision and a
61 small one is whether you can fix your decision 60 small one is whether you can fix your decision afterwards. Any decision
62 can be made small by just always making sure t 61 can be made small by just always making sure that if you were wrong (and
63 you **will** be wrong), you can always undo th 62 you **will** be wrong), you can always undo the damage later by
64 backtracking. Suddenly, you get to be doubly 63 backtracking. Suddenly, you get to be doubly managerial for making
65 **two** inconsequential decisions - the wrong 64 **two** inconsequential decisions - the wrong one **and** the right one.
66 65
67 And people will even see that as true leadersh 66 And people will even see that as true leadership (*cough* bullshit
68 *cough*). 67 *cough*).
69 68
70 Thus the key to avoiding big decisions becomes 69 Thus the key to avoiding big decisions becomes to just avoiding to do
71 things that can't be undone. Don't get ushere 70 things that can't be undone. Don't get ushered into a corner from which
72 you cannot escape. A cornered rat may be dang 71 you cannot escape. A cornered rat may be dangerous - a cornered manager
73 is just pitiful. 72 is just pitiful.
74 73
75 It turns out that since nobody would be stupid 74 It turns out that since nobody would be stupid enough to ever really let
76 a kernel manager have huge fiscal responsibili 75 a kernel manager have huge fiscal responsibility **anyway**, it's usually
77 fairly easy to backtrack. Since you're not go 76 fairly easy to backtrack. Since you're not going to be able to waste
78 huge amounts of money that you might not be ab 77 huge amounts of money that you might not be able to repay, the only
79 thing you can backtrack on is a technical deci 78 thing you can backtrack on is a technical decision, and there
80 back-tracking is very easy: just tell everybod 79 back-tracking is very easy: just tell everybody that you were an
81 incompetent nincompoop, say you're sorry, and 80 incompetent nincompoop, say you're sorry, and undo all the worthless
82 work you had people work on for the last year. 81 work you had people work on for the last year. Suddenly the decision
83 you made a year ago wasn't a big decision afte 82 you made a year ago wasn't a big decision after all, since it could be
84 easily undone. 83 easily undone.
85 84
86 It turns out that some people have trouble wit 85 It turns out that some people have trouble with this approach, for two
87 reasons: 86 reasons:
88 87
89 - admitting you were an idiot is harder than 88 - admitting you were an idiot is harder than it looks. We all like to
90 maintain appearances, and coming out in pub 89 maintain appearances, and coming out in public to say that you were
91 wrong is sometimes very hard indeed. 90 wrong is sometimes very hard indeed.
92 - having somebody tell you that what you work 91 - having somebody tell you that what you worked on for the last year
93 wasn't worthwhile after all can be hard on 92 wasn't worthwhile after all can be hard on the poor lowly engineers
94 too, and while the actual **work** was easy 93 too, and while the actual **work** was easy enough to undo by just
95 deleting it, you may have irrevocably lost 94 deleting it, you may have irrevocably lost the trust of that
96 engineer. And remember: "irrevocable" was 95 engineer. And remember: "irrevocable" was what we tried to avoid in
97 the first place, and your decision ended up 96 the first place, and your decision ended up being a big one after
98 all. 97 all.
99 98
100 Happily, both of these reasons can be mitigate 99 Happily, both of these reasons can be mitigated effectively by just
101 admitting up-front that you don't have a frigg 100 admitting up-front that you don't have a friggin' clue, and telling
102 people ahead of the fact that your decision is 101 people ahead of the fact that your decision is purely preliminary, and
103 might be the wrong thing. You should always r 102 might be the wrong thing. You should always reserve the right to change
104 your mind, and make people very **aware** of t 103 your mind, and make people very **aware** of that. And it's much easier
105 to admit that you are stupid when you haven't 104 to admit that you are stupid when you haven't **yet** done the really
106 stupid thing. 105 stupid thing.
107 106
108 Then, when it really does turn out to be stupi 107 Then, when it really does turn out to be stupid, people just roll their
109 eyes and say "Oops, not again". 108 eyes and say "Oops, not again".
110 109
111 This preemptive admission of incompetence migh 110 This preemptive admission of incompetence might also make the people who
112 actually do the work also think twice about wh 111 actually do the work also think twice about whether it's worth doing or
113 not. After all, if **they** aren't certain wh 112 not. After all, if **they** aren't certain whether it's a good idea, you
114 sure as hell shouldn't encourage them by promi 113 sure as hell shouldn't encourage them by promising them that what they
115 work on will be included. Make them at least 114 work on will be included. Make them at least think twice before they
116 embark on a big endeavor. 115 embark on a big endeavor.
117 116
118 Remember: they'd better know more about the de 117 Remember: they'd better know more about the details than you do, and
119 they usually already think they have the answe 118 they usually already think they have the answer to everything. The best
120 thing you can do as a manager is not to instil 119 thing you can do as a manager is not to instill confidence, but rather a
121 healthy dose of critical thinking on what they 120 healthy dose of critical thinking on what they do.
122 121
123 Btw, another way to avoid a decision is to pla 122 Btw, another way to avoid a decision is to plaintively just whine "can't
124 we just do both?" and look pitiful. Trust me, 123 we just do both?" and look pitiful. Trust me, it works. If it's not
125 clear which approach is better, they'll eventu 124 clear which approach is better, they'll eventually figure it out. The
126 answer may end up being that both teams get so 125 answer may end up being that both teams get so frustrated by the
127 situation that they just give up. 126 situation that they just give up.
128 127
129 That may sound like a failure, but it's usuall 128 That may sound like a failure, but it's usually a sign that there was
130 something wrong with both projects, and the re 129 something wrong with both projects, and the reason the people involved
131 couldn't decide was that they were both wrong. 130 couldn't decide was that they were both wrong. You end up coming up
132 smelling like roses, and you avoided yet anoth 131 smelling like roses, and you avoided yet another decision that you could
133 have screwed up on. 132 have screwed up on.
134 133
135 134
136 2) People 135 2) People
137 --------- 136 ---------
138 137
139 Most people are idiots, and being a manager me 138 Most people are idiots, and being a manager means you'll have to deal
140 with it, and perhaps more importantly, that ** 139 with it, and perhaps more importantly, that **they** have to deal with
141 **you**. 140 **you**.
142 141
143 It turns out that while it's easy to undo tech 142 It turns out that while it's easy to undo technical mistakes, it's not
144 as easy to undo personality disorders. You ju 143 as easy to undo personality disorders. You just have to live with
145 theirs - and yours. 144 theirs - and yours.
146 145
147 However, in order to prepare yourself as a ker 146 However, in order to prepare yourself as a kernel manager, it's best to
148 remember not to burn any bridges, bomb any inn 147 remember not to burn any bridges, bomb any innocent villagers, or
149 alienate too many kernel developers. It turns 148 alienate too many kernel developers. It turns out that alienating people
150 is fairly easy, and un-alienating them is hard 149 is fairly easy, and un-alienating them is hard. Thus "alienating"
151 immediately falls under the heading of "not re 150 immediately falls under the heading of "not reversible", and becomes a
152 no-no according to :ref:`decisions`. 151 no-no according to :ref:`decisions`.
153 152
154 There's just a few simple rules here: 153 There's just a few simple rules here:
155 154
156 (1) don't call people d*ckheads (at least not 155 (1) don't call people d*ckheads (at least not in public)
157 (2) learn how to apologize when you forgot ru 156 (2) learn how to apologize when you forgot rule (1)
158 157
159 The problem with #1 is that it's very easy to 158 The problem with #1 is that it's very easy to do, since you can say
160 "you're a d*ckhead" in millions of different w 159 "you're a d*ckhead" in millions of different ways [#f2]_, sometimes without
161 even realizing it, and almost always with a wh 160 even realizing it, and almost always with a white-hot conviction that
162 you are right. 161 you are right.
163 162
164 And the more convinced you are that you are ri 163 And the more convinced you are that you are right (and let's face it,
165 you can call just about **anybody** a d*ckhead 164 you can call just about **anybody** a d*ckhead, and you often **will** be
166 right), the harder it ends up being to apologi 165 right), the harder it ends up being to apologize afterwards.
167 166
168 To solve this problem, you really only have tw 167 To solve this problem, you really only have two options:
169 168
170 - get really good at apologies 169 - get really good at apologies
171 - spread the "love" out so evenly that nobody 170 - spread the "love" out so evenly that nobody really ends up feeling
172 like they get unfairly targeted. Make it i 171 like they get unfairly targeted. Make it inventive enough, and they
173 might even be amused. 172 might even be amused.
174 173
175 The option of being unfailingly polite really 174 The option of being unfailingly polite really doesn't exist. Nobody will
176 trust somebody who is so clearly hiding their 175 trust somebody who is so clearly hiding their true character.
177 176
178 .. [#f2] Paul Simon sang "Fifty Ways to Leave 177 .. [#f2] Paul Simon sang "Fifty Ways to Leave Your Lover", because quite
179 frankly, "A Million Ways to Tell a Developer 178 frankly, "A Million Ways to Tell a Developer They're a D*ckhead" doesn't
180 scan nearly as well. But I'm sure he though 179 scan nearly as well. But I'm sure he thought about it.
181 180
182 181
183 3) People II - the Good Kind 182 3) People II - the Good Kind
184 ---------------------------- 183 ----------------------------
185 184
186 While it turns out that most people are idiots 185 While it turns out that most people are idiots, the corollary to that is
187 sadly that you are one too, and that while we 186 sadly that you are one too, and that while we can all bask in the secure
188 knowledge that we're better than the average p 187 knowledge that we're better than the average person (let's face it,
189 nobody ever believes that they're average or b 188 nobody ever believes that they're average or below-average), we should
190 also admit that we're not the sharpest knife a 189 also admit that we're not the sharpest knife around, and there will be
191 other people that are less of an idiot than yo 190 other people that are less of an idiot than you are.
192 191
193 Some people react badly to smart people. Othe 192 Some people react badly to smart people. Others take advantage of them.
194 193
195 Make sure that you, as a kernel maintainer, ar 194 Make sure that you, as a kernel maintainer, are in the second group.
196 Suck up to them, because they are the people w 195 Suck up to them, because they are the people who will make your job
197 easier. In particular, they'll be able to make 196 easier. In particular, they'll be able to make your decisions for you,
198 which is what the game is all about. 197 which is what the game is all about.
199 198
200 So when you find somebody smarter than you are 199 So when you find somebody smarter than you are, just coast along. Your
201 management responsibilities largely become one 200 management responsibilities largely become ones of saying "Sounds like a
202 good idea - go wild", or "That sounds good, bu 201 good idea - go wild", or "That sounds good, but what about xxx?". The
203 second version in particular is a great way to 202 second version in particular is a great way to either learn something
204 new about "xxx" or seem **extra** managerial b 203 new about "xxx" or seem **extra** managerial by pointing out something the
205 smarter person hadn't thought about. In eithe 204 smarter person hadn't thought about. In either case, you win.
206 205
207 One thing to look out for is to realize that g 206 One thing to look out for is to realize that greatness in one area does
208 not necessarily translate to other areas. So 207 not necessarily translate to other areas. So you might prod people in
209 specific directions, but let's face it, they m 208 specific directions, but let's face it, they might be good at what they
210 do, and suck at everything else. The good new 209 do, and suck at everything else. The good news is that people tend to
211 naturally gravitate back to what they are good 210 naturally gravitate back to what they are good at, so it's not like you
212 are doing something irreversible when you **do 211 are doing something irreversible when you **do** prod them in some
213 direction, just don't push too hard. 212 direction, just don't push too hard.
214 213
215 214
216 4) Placing blame 215 4) Placing blame
217 ---------------- 216 ----------------
218 217
219 Things will go wrong, and people want somebody 218 Things will go wrong, and people want somebody to blame. Tag, you're it.
220 219
221 It's not actually that hard to accept the blam 220 It's not actually that hard to accept the blame, especially if people
222 kind of realize that it wasn't **all** your fa 221 kind of realize that it wasn't **all** your fault. Which brings us to the
223 best way of taking the blame: do it for someon 222 best way of taking the blame: do it for someone else. You'll feel good
224 for taking the fall, they'll feel good about n 223 for taking the fall, they'll feel good about not getting blamed, and the
225 person who lost their whole 36GB porn-collecti 224 person who lost their whole 36GB porn-collection because of your
226 incompetence will grudgingly admit that you at 225 incompetence will grudgingly admit that you at least didn't try to weasel
227 out of it. 226 out of it.
228 227
229 Then make the developer who really screwed up 228 Then make the developer who really screwed up (if you can find them) know
230 **in private** that they screwed up. Not just !! 229 **in_private** that they screwed up. Not just so they can avoid it in the
231 future, but so that they know they owe you one 230 future, but so that they know they owe you one. And, perhaps even more
232 importantly, they're also likely the person wh 231 importantly, they're also likely the person who can fix it. Because, let's
233 face it, it sure ain't you. 232 face it, it sure ain't you.
234 233
235 Taking the blame is also why you get to be man 234 Taking the blame is also why you get to be manager in the first place.
236 It's part of what makes people trust you, and 235 It's part of what makes people trust you, and allow you the potential
237 glory, because you're the one who gets to say 236 glory, because you're the one who gets to say "I screwed up". And if
238 you've followed the previous rules, you'll be 237 you've followed the previous rules, you'll be pretty good at saying that
239 by now. 238 by now.
240 239
241 240
242 5) Things to avoid 241 5) Things to avoid
243 ------------------ 242 ------------------
244 243
245 There's one thing people hate even more than b 244 There's one thing people hate even more than being called "d*ckhead",
246 and that is being called a "d*ckhead" in a san 245 and that is being called a "d*ckhead" in a sanctimonious voice. The
247 first you can apologize for, the second one yo 246 first you can apologize for, the second one you won't really get the
248 chance. They likely will no longer be listeni 247 chance. They likely will no longer be listening even if you otherwise
249 do a good job. 248 do a good job.
250 249
251 We all think we're better than anybody else, w 250 We all think we're better than anybody else, which means that when
252 somebody else puts on airs, it **really** rubs 251 somebody else puts on airs, it **really** rubs us the wrong way. You may
253 be morally and intellectually superior to ever 252 be morally and intellectually superior to everybody around you, but
254 don't try to make it too obvious unless you re 253 don't try to make it too obvious unless you really **intend** to irritate
255 somebody [#f3]_. 254 somebody [#f3]_.
256 255
257 Similarly, don't be too polite or subtle about 256 Similarly, don't be too polite or subtle about things. Politeness easily
258 ends up going overboard and hiding the problem 257 ends up going overboard and hiding the problem, and as they say, "On the
259 internet, nobody can hear you being subtle". U 258 internet, nobody can hear you being subtle". Use a big blunt object to
260 hammer the point in, because you can't really 259 hammer the point in, because you can't really depend on people getting
261 your point otherwise. 260 your point otherwise.
262 261
263 Some humor can help pad both the bluntness and 262 Some humor can help pad both the bluntness and the moralizing. Going
264 overboard to the point of being ridiculous can 263 overboard to the point of being ridiculous can drive a point home
265 without making it painful to the recipient, wh 264 without making it painful to the recipient, who just thinks you're being
266 silly. It can thus help get through the perso 265 silly. It can thus help get through the personal mental block we all
267 have about criticism. 266 have about criticism.
268 267
269 .. [#f3] Hint: internet newsgroups that are no 268 .. [#f3] Hint: internet newsgroups that are not directly related to your work
270 are great ways to take out your frustrations 269 are great ways to take out your frustrations at other people. Write
271 insulting posts with a sneer just to get int 270 insulting posts with a sneer just to get into a good flame every once in
272 a while, and you'll feel cleansed. Just don' 271 a while, and you'll feel cleansed. Just don't crap too close to home.
273 272
274 273
275 6) Why me? 274 6) Why me?
276 ---------- 275 ----------
277 276
278 Since your main responsibility seems to be to 277 Since your main responsibility seems to be to take the blame for other
279 peoples mistakes, and make it painfully obviou 278 peoples mistakes, and make it painfully obvious to everybody else that
280 you're incompetent, the obvious question becom 279 you're incompetent, the obvious question becomes one of why do it in the
281 first place? 280 first place?
282 281
283 First off, while you may or may not get scream 282 First off, while you may or may not get screaming teenage girls (or
284 boys, let's not be judgmental or sexist here) 283 boys, let's not be judgmental or sexist here) knocking on your dressing
285 room door, you **will** get an immense feeling 284 room door, you **will** get an immense feeling of personal accomplishment
286 for being "in charge". Never mind the fact th 285 for being "in charge". Never mind the fact that you're really leading
287 by trying to keep up with everybody else and r 286 by trying to keep up with everybody else and running after them as fast
288 as you can. Everybody will still think you're 287 as you can. Everybody will still think you're the person in charge.
289 288
290 It's a great job if you can hack it. 289 It's a great job if you can hack it.
Linux® is a registered trademark of Linus Torvalds in the United States and other countries.
TOMOYO® is a registered trademark of NTT DATA CORPORATION.