You can debate different ways of applying management theory and practices, but in the end there really are great differences in the ability of individuals to th

You can debate different ways of applying management theory and practices, but in the end there really are great differences in the ability of individuals to think clearly and work toward a goal. I have worked with and led many different kinds of programmers over the years, and I've run into this time and again. Some people will accept a goal, dig into every relevant aspect of the requirements, overcome the issues that arise, and create a solution that works and is robust. You learn to trust these people and their judgement because they produce good results. Others may have just as strong a grasp of syntax and tools. They are "programmers" too, but they simply don't think clearly, proceed logically, or arrive reliably at good solutions. This is always going to be the case. If you want to build a world class team then one of the things you need to do is identify the first type of person, rely on them more, and try to duplicate them as often as necessary. You also identify the second type of person and move them out. It may sound harsh, but you can't change the fact that humans are different, and that some perform better than others. There is a place for that person, but it doesn't have to be on your team.