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The long answer, I believe, is to read and take to heart Daniel Pink's Drive. https://www.danpink.com/drive./ https://www.danpink.com/drive./ In short: 1. giv

The long answer, I believe, is to read and take to heart Daniel Pink's Drive. https://www.danpink.com/drive./ https://www.danpink.com/drive./ In short: 1. give them the ability to apply their own solutions to your problems - don't force-feed solutions as part of your problems. let dev teams use their own expertise to collaborate with the business to come up with the right answer 2. allow devs to pursue mastery of their field, give them opportunity to learn and experiment and become great at what they do 3. make sure that the thing you're building matters to your customers, so that your devs have a feeling of purpose. nobody wants to ship code that does nothing, for nobody. start measuring whether you're building the right thing (see Lean Startup) People will say 'pay', but I think that only matters up to a certain point. I don't think anyone leaves a company offering all 3 of the above just because they aren't paid above market rate. Best of luck!

duiker101 6y ago
I think it really depends on the situation. If all 3 above are applied, 'pay' might still be a requirement (maybe someone is starting a family, maybe they got a way better offer) but having them in a position that they like will at least guarantee that they will probably talk to you first. If I, as a dev, really enjoy my job and know that I might not get a better situation by switching, I will at least ask my employer for a raise before walking. All in all, money is the easiest thing to fix of those in my opinion and it's easy to talk about it.
muzani 6y ago
Pink definitely recommends paying above market rate, though. To quote the book: "Type I behavior does not disdain money or recognition. Both Type X's and Type I care about money. If an employee's compensation doesn't hit the baseline that I described in Chapter 2 — if her organization doesn't pay her an adequate amount, or if her pay isn't equitable compared to others doing similar work - that person's motivation will crater, regardless of whether she leans toward X or toward I. However, once compensation meets that level, money plays a different role for Type I's than for Type X's. Type I's don't turn down raises or refuse to cash paychecks. But one reason fair and adequate pay is so essential is that it takes the issue of money off the table so they can focus on the work itself. By contrast, for many Type X's, money is the table. It's why they do what they do. Recognition is similar."

duiker101 6y ago

I think it really depends on the situation. If all 3 above are applied, 'pay' might still be a requirement (maybe someone is starting a family, maybe they got a way better offer) but having them in a position that they like will at least guarantee that they will probably talk to you first. If I, as a dev, really enjoy my job and know that I might not get a better situation by switching, I will at least ask my employer for a raise before walking. All in all, money is the easiest thing to fix of those in my opinion and it's easy to talk about it.

muzani 6y ago

Pink definitely recommends paying above market rate, though. To quote the book: "Type I behavior does not disdain money or recognition. Both Type X's and Type I care about money. If an employee's compensation doesn't hit the baseline that I described in Chapter 2 — if her organization doesn't pay her an adequate amount, or if her pay isn't equitable compared to others doing similar work - that person's motivation will crater, regardless of whether she leans toward X or toward I. However, once compensation meets that level, money plays a different role for Type I's than for Type X's. Type I's don't turn down raises or refuse to cash paychecks. But one reason fair and adequate pay is so essential is that it takes the issue of money off the table so they can focus on the work itself. By contrast, for many Type X's, money is the table. It's why they do what they do. Recognition is similar."