€• µŒsphinx.addnodes”Œdocument”“”)”}”(Œ rawsource”Œ”Œchildren”]”(Œtranslations”Œ LanguagesNode”“”)”}”(hhh]”(hŒpending_xref”“”)”}”(hhh]”Œdocutils.nodes”ŒText”“”ŒChinese (Simplified)”…””}”Œparent”hsbaŒ attributes”}”(Œids”]”Œclasses”]”Œnames”]”Œdupnames”]”Œbackrefs”]”Œ refdomain”Œstd”Œreftype”Œdoc”Œ reftarget”Œ,/translations/zh_CN/process/management-style”Œmodname”NŒ classname”NŒrefexplicit”ˆuŒtagname”hhhubh)”}”(hhh]”hŒChinese (Traditional)”…””}”hh2sbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/zh_TW/process/management-style”Œmodname”NŒ classname”NŒrefexplicit”ˆuh1hhhubh)”}”(hhh]”hŒItalian”…””}”hhFsbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/it_IT/process/management-style”Œmodname”NŒ classname”NŒrefexplicit”ˆuh1hhhubh)”}”(hhh]”hŒJapanese”…””}”hhZsbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/ja_JP/process/management-style”Œmodname”NŒ classname”NŒrefexplicit”ˆuh1hhhubh)”}”(hhh]”hŒKorean”…””}”hhnsbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/ko_KR/process/management-style”Œmodname”NŒ classname”NŒrefexplicit”ˆuh1hhhubh)”}”(hhh]”hŒSpanish”…””}”hh‚sbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/sp_SP/process/management-style”Œmodname”NŒ classname”NŒrefexplicit”ˆuh1hhhubeh}”(h]”h ]”h"]”h$]”h&]”Œcurrent_language”ŒEnglish”uh1h hhŒ _document”hŒsource”NŒline”NubhŒtarget”“”)”}”(hŒ.. _managementstyle:”h]”h}”(h]”h ]”h"]”h$]”h&]”Œrefid”Œmanagementstyle”uh1h¡h KhhhžhhŸŒF/var/lib/git/docbuild/linux/Documentation/process/management-style.rst”ubhŒsection”“”)”}”(hhh]”(hŒtitle”“”)”}”(hŒLinux kernel management style”h]”hŒLinux kernel management style”…””}”(hh·hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hµhh²hžhhŸh¯h KubhŒ paragraph”“”)”}”(hXCThis is a short document describing the preferred (or made up, depending on who you ask) management style for the linux kernel. It's meant to mirror the :ref:`process/coding-style.rst ` document to some degree, and mainly written to avoid answering [#f1]_ the same (or similar) questions over and over again.”h]”(hŒœThis is a short document describing the preferred (or made up, depending on who you ask) management style for the linux kernel. Itâ€™s meant to mirror the ”…””}”(hhÇhžhhŸNh Nubh)”}”(hŒ-:ref:`process/coding-style.rst `”h]”hŒinline”“”)”}”(hhÑh]”hŒprocess/coding-style.rst”…””}”(hhÕhžhhŸNh Nubah}”(h]”h ]”(Œxref”Œstd”Œstd-ref”eh"]”h$]”h&]”uh1hÓhhÏubah}”(h]”h ]”h"]”h$]”h&]”Œrefdoc”Œprocess/management-style”Œ refdomain”hàŒreftype”Œref”Œrefexplicit”ˆŒrefwarn”ˆŒ reftarget”Œcodingstyle”uh1hhŸh¯h KhhÇubhŒ@ document to some degree, and mainly written to avoid answering ”…””}”(hhÇhžhhŸNh NubhŒfootnote_reference”“”)”}”(hŒ[#f1]_”h]”hŒ1”…””}”(hhúhžhhŸNh Nubah}”(h]”Œid1”ah ]”h"]”h$]”h&]”Œauto”KhŒf1”Œdocname”hìuh1høhhÇŒresolved”KubhŒ6 the same (or similar) questions over and over again.”…””}”(hhÇhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Khh²hžhubhÆ)”}”(hXManagement style is very personal and much harder to quantify than simple coding style rules, so this document may or may not have anything to do with reality. It started as a lark, but that doesn't mean that it might not actually be true. You'll have to decide for yourself.”h]”hXManagement style is very personal and much harder to quantify than simple coding style rules, so this document may or may not have anything to do with reality. It started as a lark, but that doesnâ€™t mean that it might not actually be true. Youâ€™ll have to decide for yourself.”…””}”(hjhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Khh²hžhubhÆ)”}”(hXBBtw, when talking about "kernel manager", it's all about the technical lead persons, not the people who do traditional management inside companies. If you sign purchase orders or you have any clue about the budget of your group, you're almost certainly not a kernel manager. These suggestions may or may not apply to you.”h]”hXJBtw, when talking about â€œkernel managerâ€, itâ€™s all about the technical lead persons, not the people who do traditional management inside companies. If you sign purchase orders or you have any clue about the budget of your group, youâ€™re almost certainly not a kernel manager. These suggestions may or may not apply to you.”…””}”(hj%hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Khh²hžhubhÆ)”}”(hŒ‚First off, I'd suggest buying "Seven Habits of Highly Effective People", and NOT read it. Burn it, it's a great symbolic gesture.”h]”hŒŠFirst off, Iâ€™d suggest buying â€œSeven Habits of Highly Effective Peopleâ€, and NOT read it. Burn it, itâ€™s a great symbolic gesture.”…””}”(hj3hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Khh²hžhubhŒfootnote”“”)”}”(hŒ£This document does so not so much by answering the question, but by making it painfully obvious to the questioner that we don't have a clue to what the answer is. ”h]”(hŒlabel”“”)”}”(hhh]”hŒ1”…””}”(hjIhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1jGhjChžhhŸNh NubhÆ)”}”(hŒ¢This document does so not so much by answering the question, but by making it painfully obvious to the questioner that we don't have a clue to what the answer is.”h]”hŒ¤This document does so not so much by answering the question, but by making it painfully obvious to the questioner that we donâ€™t have a clue to what the answer is.”…””}”(hjVhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KhjCubeh}”(h]”j ah ]”h"]”Œf1”ah$]”h&]”jaj Kjhìuh1jAhŸh¯h Khh²hžhubhÆ)”}”(hŒAnyway, here goes:”h]”hŒAnyway, here goes:”…””}”(hjkhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Khh²hžhubh¢)”}”(hŒ.. _decisions:”h]”h}”(h]”h ]”h"]”h$]”h&]”hŒ decisions”uh1h¡h K hh²hžhhŸh¯ubh±)”}”(hhh]”(h¶)”}”(hŒ1) Decisions”h]”hŒ1) Decisions”…””}”(hj‡hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hµhj„hžhhŸh¯h K#ubhÆ)”}”(hŒáEverybody thinks managers make decisions, and that decision-making is important. The bigger and more painful the decision, the bigger the manager must be to make it. That's very deep and obvious, but it's not actually true.”h]”hŒåEverybody thinks managers make decisions, and that decision-making is important. The bigger and more painful the decision, the bigger the manager must be to make it. Thatâ€™s very deep and obvious, but itâ€™s not actually true.”…””}”(hj•hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K%hj„hžhubhÆ)”}”(hXƒThe name of the game is to **avoid** having to make a decision. In particular, if somebody tells you "choose (a) or (b), we really need you to decide on this", you're in trouble as a manager. The people you manage had better know the details better than you, so if they come to you for a technical decision, you're screwed. You're clearly not competent to make that decision for them.”h]”(hŒThe name of the game is to ”…””}”(hj£hžhhŸNh NubhŒstrong”“”)”}”(hŒ **avoid**”h]”hŒavoid”…””}”(hjhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hj£ubhXi having to make a decision. In particular, if somebody tells you â€œchoose (a) or (b), we really need you to decide on thisâ€, youâ€™re in trouble as a manager. The people you manage had better know the details better than you, so if they come to you for a technical decision, youâ€™re screwed. Youâ€™re clearly not competent to make that decision for them.”…””}”(hj£hžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K*hj„hžhubhÆ)”}”(hŒî(Corollary:if the people you manage don't know the details better than you, you're also screwed, although for a totally different reason. Namely that you are in the wrong job, and that **they** should be managing your brilliance instead).”h]”(hŒ½(Corollary:if the people you manage donâ€™t know the details better than you, youâ€™re also screwed, although for a totally different reason. Namely that you are in the wrong job, and that ”…””}”(hjÅhžhhŸNh Nubj¬)”}”(hŒ**they**”h]”hŒthey”…””}”(hjÍhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjÅubhŒ- should be managing your brilliance instead).”…””}”(hjÅhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K1hj„hžhubhÆ)”}”(hX6So the name of the game is to **avoid** decisions, at least the big and painful ones. Making small and non-consequential decisions is fine, and makes you look like you know what you're doing, so what a kernel manager needs to do is to turn the big and painful ones into small things where nobody really cares.”h]”(hŒSo the name of the game is to ”…””}”(hjåhžhhŸNh Nubj¬)”}”(hŒ **avoid**”h]”hŒavoid”…””}”(hjíhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjåubhX decisions, at least the big and painful ones. Making small and non-consequential decisions is fine, and makes you look like you know what youâ€™re doing, so what a kernel manager needs to do is to turn the big and painful ones into small things where nobody really cares.”…””}”(hjåhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K6hj„hžhubhÆ)”}”(hX§It helps to realize that the key difference between a big decision and a small one is whether you can fix your decision afterwards. Any decision can be made small by just always making sure that if you were wrong (and you **will** be wrong), you can always undo the damage later by backtracking. Suddenly, you get to be doubly managerial for making **two** inconsequential decisions - the wrong one **and** the right one.”h]”(hŒßIt helps to realize that the key difference between a big decision and a small one is whether you can fix your decision afterwards. Any decision can be made small by just always making sure that if you were wrong (and you ”…””}”(hjhžhhŸNh Nubj¬)”}”(hŒ**will**”h]”hŒwill”…””}”(hj hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjubhŒx be wrong), you can always undo the damage later by backtracking. Suddenly, you get to be doubly managerial for making ”…””}”(hjhžhhŸNh Nubj¬)”}”(hŒ**two**”h]”hŒtwo”…””}”(hjhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjubhŒ+ inconsequential decisions - the wrong one ”…””}”(hjhžhhŸNh Nubj¬)”}”(hŒ**and**”h]”hŒand”…””}”(hj1hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjubhŒ the right one.”…””}”(hjhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Kubah}”(h]”h ]”h"]”h$]”h&]”uh1j¹hŸh¯h KœhjhžhubhÆ)”}”(hŒäThe problem with #1 is that it's very easy to do, since you can say "you're a d*ckhead" in millions of different ways [#f2]_, sometimes without even realizing it, and almost always with a white-hot conviction that you are right.”h]”(hŒ~The problem with #1 is that itâ€™s very easy to do, since you can say â€œyouâ€™re a d*ckheadâ€ in millions of different ways ”…””}”(hjˆhžhhŸNh Nubhù)”}”(hŒ[#f2]_”h]”hŒ2”…””}”(hjhžhhŸNh Nubah}”(h]”Œid3”ah ]”h"]”h$]”h&]”j KhŒf2”jhìuh1høhjˆjKubhŒh, sometimes without even realizing it, and almost always with a white-hot conviction that you are right.”…””}”(hjˆhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KŸhjhžhubhÆ)”}”(hŒÌAnd the more convinced you are that you are right (and let's face it, you can call just about **anybody** a d*ckhead, and you often **will** be right), the harder it ends up being to apologize afterwards.”h]”(hŒ`And the more convinced you are that you are right (and letâ€™s face it, you can call just about ”…””}”(hjªhžhhŸNh Nubj¬)”}”(hŒ**anybody**”h]”hŒanybody”…””}”(hj²hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjªubhŒ a d*ckhead, and you often ”…””}”(hjªhžhhŸNh Nubj¬)”}”(hŒ**will**”h]”hŒwill”…””}”(hjÄhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjªubhŒ@ be right), the harder it ends up being to apologize afterwards.”…””}”(hjªhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K¤hjhžhubhÆ)”}”(hŒ8To solve this problem, you really only have two options:”h]”hŒ8To solve this problem, you really only have two options:”…””}”(hjÜhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K¨hjhžhubjº)”}”(hŒÃ- get really good at apologies - spread the "love" out so evenly that nobody really ends up feeling like they get unfairly targeted. Make it inventive enough, and they might even be amused. ”h]”jÀ)”}”(hhh]”(jÅ)”}”(hŒget really good at apologies”h]”hÆ)”}”(hjóh]”hŒget really good at apologies”…””}”(hjõhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Kªhjñubah}”(h]”h ]”h"]”h$]”h&]”uh1jÄhjîubjÅ)”}”(hŒžspread the "love" out so evenly that nobody really ends up feeling like they get unfairly targeted. Make it inventive enough, and they might even be amused. ”h]”hÆ)”}”(hŒspread the "love" out so evenly that nobody really ends up feeling like they get unfairly targeted. Make it inventive enough, and they might even be amused.”h]”hŒ¡spread the â€œloveâ€ out so evenly that nobody really ends up feeling like they get unfairly targeted. Make it inventive enough, and they might even be amused.”…””}”(hjhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K«hjubah}”(h]”h ]”h"]”h$]”h&]”uh1jÄhjîubeh}”(h]”h ]”h"]”h$]”h&]”jjuh1j¿hŸh¯h Kªhjêubah}”(h]”h ]”h"]”h$]”h&]”uh1j¹hŸh¯h KªhjhžhubhÆ)”}”(hŒ†The option of being unfailingly polite really doesn't exist. Nobody will trust somebody who is so clearly hiding their true character.”h]”hŒˆThe option of being unfailingly polite really doesnâ€™t exist. Nobody will trust somebody who is so clearly hiding their true character.”…””}”(hj,hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K¯hjhžhubjB)”}”(hŒÂPaul Simon sang "Fifty Ways to Leave Your Lover", because quite frankly, "A Million Ways to Tell a Developer They're a D*ckhead" doesn't scan nearly as well. But I'm sure he thought about it. ”h]”(jH)”}”(hhh]”hŒ2”…””}”(hj>hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1jGhj:hžhhŸNh NubhÆ)”}”(hŒÀPaul Simon sang "Fifty Ways to Leave Your Lover", because quite frankly, "A Million Ways to Tell a Developer They're a D*ckhead" doesn't scan nearly as well. But I'm sure he thought about it.”h]”hŒÎPaul Simon sang â€œFifty Ways to Leave Your Loverâ€, because quite frankly, â€œA Million Ways to Tell a Developer Theyâ€™re a D*ckheadâ€ doesnâ€™t scan nearly as well. But Iâ€™m sure he thought about it.”…””}”(hjKhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h K²hj:ubeh}”(h]”jŸah ]”h"]”Œf2”ah$]”h&]”jšaj Kjhìuh1jAhŸh¯h K²hjhžhubeh}”(h]”Œpeople”ah ]”h"]”Œ 2) people”ah$]”h&]”uh1h°hh²hžhhŸh¯h K‰ubh±)”}”(hhh]”(h¶)”}”(hŒ3) People II - the Good Kind”h]”hŒ3) People II - the Good Kind”…””}”(hjkhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hµhjhhžhhŸh¯h K¸ubhÆ)”}”(hX˜While it turns out that most people are idiots, the corollary to that is sadly that you are one too, and that while we can all bask in the secure knowledge that we're better than the average person (let's face it, nobody ever believes that they're average or below-average), we should also admit that we're not the sharpest knife around, and there will be other people that are less of an idiot than you are.”h]”hX While it turns out that most people are idiots, the corollary to that is sadly that you are one too, and that while we can all bask in the secure knowledge that weâ€™re better than the average person (letâ€™s face it, nobody ever believes that theyâ€™re average or below-average), we should also admit that weâ€™re not the sharpest knife around, and there will be other people that are less of an idiot than you are.”…””}”(hjyhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KºhjhhžhubhÆ)”}”(hŒHSome people react badly to smart people. Others take advantage of them.”h]”hŒHSome people react badly to smart people. Others take advantage of them.”…””}”(hj‡hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KÁhjhhžhubhÆ)”}”(hŒôMake sure that you, as a kernel maintainer, are in the second group. Suck up to them, because they are the people who will make your job easier. In particular, they'll be able to make your decisions for you, which is what the game is all about.”h]”hŒöMake sure that you, as a kernel maintainer, are in the second group. Suck up to them, because they are the people who will make your job easier. In particular, theyâ€™ll be able to make your decisions for you, which is what the game is all about.”…””}”(hj•hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KÃhjhhžhubhÆ)”}”(hX§So when you find somebody smarter than you are, just coast along. Your management responsibilities largely become ones of saying "Sounds like a good idea - go wild", or "That sounds good, but what about xxx?". The second version in particular is a great way to either learn something new about "xxx" or seem **extra** managerial by pointing out something the smarter person hadn't thought about. In either case, you win.”h]”(hXBSo when you find somebody smarter than you are, just coast along. Your management responsibilities largely become ones of saying â€œSounds like a good idea - go wildâ€, or â€œThat sounds good, but what about xxx?â€. The second version in particular is a great way to either learn something new about â€œxxxâ€ or seem ”…””}”(hj£hžhhŸNh Nubj¬)”}”(hŒ **extra**”h]”hŒextra”…””}”(hj«hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hj£ubhŒj managerial by pointing out something the smarter person hadnâ€™t thought about. In either case, you win.”…””}”(hj£hžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KÈhjhhžhubhÆ)”}”(hXÍOne thing to look out for is to realize that greatness in one area does not necessarily translate to other areas. So you might prod people in specific directions, but let's face it, they might be good at what they do, and suck at everything else. The good news is that people tend to naturally gravitate back to what they are good at, so it's not like you are doing something irreversible when you **do** prod them in some direction, just don't push too hard.”h]”(hX”One thing to look out for is to realize that greatness in one area does not necessarily translate to other areas. So you might prod people in specific directions, but letâ€™s face it, they might be good at what they do, and suck at everything else. The good news is that people tend to naturally gravitate back to what they are good at, so itâ€™s not like you are doing something irreversible when you ”…””}”(hjÃhžhhŸNh Nubj¬)”}”(hŒ**do**”h]”hŒdo”…””}”(hjËhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjÃubhŒ9 prod them in some direction, just donâ€™t push too hard.”…””}”(hjÃhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KÏhjhhžhubeh}”(h]”Œpeople-ii-the-good-kind”ah ]”h"]”Œ3) people ii - the good kind”ah$]”h&]”uh1h°hh²hžhhŸh¯h K¸ubh±)”}”(hhh]”(h¶)”}”(hŒ4) Placing blame”h]”hŒ4) Placing blame”…””}”(hjîhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hµhjëhžhhŸh¯h KÙubhÆ)”}”(hŒHThings will go wrong, and people want somebody to blame. Tag, you're it.”h]”hŒJThings will go wrong, and people want somebody to blame. Tag, youâ€™re it.”…””}”(hjühžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KÛhjëhžhubhÆ)”}”(hX¶It's not actually that hard to accept the blame, especially if people kind of realize that it wasn't **all** your fault. Which brings us to the best way of taking the blame: do it for someone else. You'll feel good for taking the fall, they'll feel good about not getting blamed, and the person who lost their whole 36GB porn-collection because of your incompetence will grudgingly admit that you at least didn't try to weasel out of it.”h]”(hŒiItâ€™s not actually that hard to accept the blame, especially if people kind of realize that it wasnâ€™t ”…””}”(hj hžhhŸNh Nubj¬)”}”(hŒ**all**”h]”hŒall”…””}”(hjhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hj ubhXP your fault. Which brings us to the best way of taking the blame: do it for someone else. Youâ€™ll feel good for taking the fall, theyâ€™ll feel good about not getting blamed, and the person who lost their whole 36GB porn-collection because of your incompetence will grudgingly admit that you at least didnâ€™t try to weasel out of it.”…””}”(hj hžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KÝhjëhžhubhÆ)”}”(hXDThen make the developer who really screwed up (if you can find them) know **in private** that they screwed up. Not just so they can avoid it in the future, but so that they know they owe you one. And, perhaps even more importantly, they're also likely the person who can fix it. Because, let's face it, it sure ain't you.”h]”(hŒJThen make the developer who really screwed up (if you can find them) know ”…””}”(hj*hžhhŸNh Nubj¬)”}”(hŒ**in private**”h]”hŒ in private”…””}”(hj2hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hj*ubhŒò that they screwed up. Not just so they can avoid it in the future, but so that they know they owe you one. And, perhaps even more importantly, theyâ€™re also likely the person who can fix it. Because, letâ€™s face it, it sure ainâ€™t you.”…””}”(hj*hžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h KåhjëhžhubhÆ)”}”(hX#Taking the blame is also why you get to be manager in the first place. It's part of what makes people trust you, and allow you the potential glory, because you're the one who gets to say "I screwed up". And if you've followed the previous rules, you'll be pretty good at saying that by now.”h]”hX/Taking the blame is also why you get to be manager in the first place. Itâ€™s part of what makes people trust you, and allow you the potential glory, because youâ€™re the one who gets to say â€œI screwed upâ€. And if youâ€™ve followed the previous rules, youâ€™ll be pretty good at saying that by now.”…””}”(hjJhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Këhjëhžhubeh}”(h]”Œ placing-blame”ah ]”h"]”Œ4) placing blame”ah$]”h&]”uh1h°hh²hžhhŸh¯h KÙubh±)”}”(hhh]”(h¶)”}”(hŒ5) Things to avoid”h]”hŒ5) Things to avoid”…””}”(hjchžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hµhj`hžhhŸh¯h KóubhÆ)”}”(hX%There's one thing people hate even more than being called "d*ckhead", and that is being called a "d*ckhead" in a sanctimonious voice. The first you can apologize for, the second one you won't really get the chance. They likely will no longer be listening even if you otherwise do a good job.”h]”hX1Thereâ€™s one thing people hate even more than being called â€œd*ckheadâ€, and that is being called a â€œd*ckheadâ€ in a sanctimonious voice. The first you can apologize for, the second one you wonâ€™t really get the chance. They likely will no longer be listening even if you otherwise do a good job.”…””}”(hjqhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Kõhj`hžhubhÆ)”}”(hX+We all think we're better than anybody else, which means that when somebody else puts on airs, it **really** rubs us the wrong way. You may be morally and intellectually superior to everybody around you, but don't try to make it too obvious unless you really **intend** to irritate somebody [#f3]_.”h]”(hŒdWe all think weâ€™re better than anybody else, which means that when somebody else puts on airs, it ”…””}”(hjhžhhŸNh Nubj¬)”}”(hŒ **really**”h]”hŒreally”…””}”(hj‡hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjubhŒš rubs us the wrong way. You may be morally and intellectually superior to everybody around you, but donâ€™t try to make it too obvious unless you really ”…””}”(hjhžhhŸNh Nubj¬)”}”(hŒ **intend**”h]”hŒintend”…””}”(hj™hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hjubhŒ to irritate somebody ”…””}”(hjhžhhŸNh Nubhù)”}”(hŒ[#f3]_”h]”hŒ3”…””}”(hj«hžhhŸNh Nubah}”(h]”Œid4”ah ]”h"]”h$]”h&]”j KhŒf3”jhìuh1høhjjKubhŒ.”…””}”(hjhžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Kûhj`hžhubhÆ)”}”(hX5Similarly, don't be too polite or subtle about things. Politeness easily ends up going overboard and hiding the problem, and as they say, "On the internet, nobody can hear you being subtle". Use a big blunt object to hammer the point in, because you can't really depend on people getting your point otherwise.”h]”hX=Similarly, donâ€™t be too polite or subtle about things. Politeness easily ends up going overboard and hiding the problem, and as they say, â€œOn the internet, nobody can hear you being subtleâ€. Use a big blunt object to hammer the point in, because you canâ€™t really depend on people getting your point otherwise.”…””}”(hjÅhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Mhj`hžhubhÆ)”}”(hX,Some humor can help pad both the bluntness and the moralizing. Going overboard to the point of being ridiculous can drive a point home without making it painful to the recipient, who just thinks you're being silly. It can thus help get through the personal mental block we all have about criticism.”h]”hX.Some humor can help pad both the bluntness and the moralizing. Going overboard to the point of being ridiculous can drive a point home without making it painful to the recipient, who just thinks youâ€™re being silly. It can thus help get through the personal mental block we all have about criticism.”…””}”(hjÓhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h Mhj`hžhubjB)”}”(hXHint: internet newsgroups that are not directly related to your work are great ways to take out your frustrations at other people. Write insulting posts with a sneer just to get into a good flame every once in a while, and you'll feel cleansed. Just don't crap too close to home. ”h]”(jH)”}”(hhh]”hŒ3”…””}”(hjåhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1jGhjáhžhhŸNh NubhÆ)”}”(hXHint: internet newsgroups that are not directly related to your work are great ways to take out your frustrations at other people. Write insulting posts with a sneer just to get into a good flame every once in a while, and you'll feel cleansed. Just don't crap too close to home.”h]”hXHint: internet newsgroups that are not directly related to your work are great ways to take out your frustrations at other people. Write insulting posts with a sneer just to get into a good flame every once in a while, and youâ€™ll feel cleansed. Just donâ€™t crap too close to home.”…””}”(hjòhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h M hjáubeh}”(h]”jºah ]”h"]”Œf3”ah$]”h&]”jµaj Kjhìuh1jAhŸh¯h M hj`hžhubeh}”(h]”Œthings-to-avoid”ah ]”h"]”Œ5) things to avoid”ah$]”h&]”uh1h°hh²hžhhŸh¯h Kóubh±)”}”(hhh]”(h¶)”}”(hŒ 6) Why me?”h]”hŒ 6) Why me?”…””}”(hjhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hµhjhžhhŸh¯h MubhÆ)”}”(hŒãSince your main responsibility seems to be to take the blame for other peoples mistakes, and make it painfully obvious to everybody else that you're incompetent, the obvious question becomes one of why do it in the first place?”h]”hŒåSince your main responsibility seems to be to take the blame for other peoples mistakes, and make it painfully obvious to everybody else that youâ€™re incompetent, the obvious question becomes one of why do it in the first place?”…””}”(hj hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h MhjhžhubhÆ)”}”(hX©First off, while you may or may not get screaming teenage girls (or boys, let's not be judgmental or sexist here) knocking on your dressing room door, you **will** get an immense feeling of personal accomplishment for being "in charge". Never mind the fact that you're really leading by trying to keep up with everybody else and running after them as fast as you can. Everybody will still think you're the person in charge.”h]”(hŒFirst off, while you may or may not get screaming teenage girls (or boys, letâ€™s not be judgmental or sexist here) knocking on your dressing room door, you ”…””}”(hj.hžhhŸNh Nubj¬)”}”(hŒ**will**”h]”hŒwill”…””}”(hj6hžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j«hj.ubhX get an immense feeling of personal accomplishment for being â€œin chargeâ€. Never mind the fact that youâ€™re really leading by trying to keep up with everybody else and running after them as fast as you can. Everybody will still think youâ€™re the person in charge.”…””}”(hj.hžhhŸNh Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h MhjhžhubhÆ)”}”(hŒ$It's a great job if you can hack it.”h]”hŒ&Itâ€™s a great job if you can hack it.”…””}”(hjNhžhhŸNh Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhŸh¯h M"hjhžhubeh}”(h]”Œwhy-me”ah ]”h"]”Œ 6) why me?”ah$]”h&]”uh1h°hh²hžhhŸh¯h Mubeh}”(h]”(Œlinux-kernel-management-style”h®eh ]”h"]”(Œlinux kernel management style”Œmanagementstyle”eh$]”h&]”uh1h°hhhžhhŸh¯h Kj©}”jjh£sj«}”h®h£subeh}”(h]”h ]”h"]”h$]”h&]”Œsource”h¯uh1hŒcurrent_source”NŒcurrent_line”NŒsettings”Œdocutils.frontend”ŒValues”“”)”}”(hµNŒ generator”NŒ datestamp”NŒsource_link”NŒ source_url”NŒ toc_backlinks”Œentry”Œfootnote_backlinks”KŒ sectnum_xform”KŒstrip_comments”NŒstrip_elements_with_classes”NŒ strip_classes”NŒreport_level”KŒ halt_level”KŒexit_status_level”KŒdebug”NŒwarning_stream”NŒ traceback”ˆŒinput_encoding”Œ utf-8-sig”Œinput_encoding_error_handler”Œstrict”Œoutput_encoding”Œutf-8”Œoutput_encoding_error_handler”j’Œerror_encoding”Œutf-8”Œerror_encoding_error_handler”Œbackslashreplace”Œ language_code”Œen”Œrecord_dependencies”NŒconfig”NŒ id_prefix”hŒauto_id_prefix”Œid”Œ dump_settings”NŒdump_internals”NŒdump_transforms”NŒdump_pseudo_xml”NŒexpose_internals”NŒstrict_visitor”NŒ_disable_config”NŒ_source”h¯Œ_destination”NŒ _config_files”]”Œ7/var/lib/git/docbuild/linux/Documentation/docutils.conf”aŒfile_insertion_enabled”ˆŒraw_enabled”KŒline_length_limit”M'Œpep_references”NŒpep_base_url”Œhttps://peps.python.org/”Œpep_file_url_template”Œpep-%04d”Œrfc_references”NŒrfc_base_url”Œ&https://datatracker.ietf.org/doc/html/”Œ tab_width”KŒtrim_footnote_reference_space”‰Œsyntax_highlight”Œlong”Œsmart_quotes”ˆŒsmartquotes_locales”]”Œcharacter_level_inline_markup”‰Œdoctitle_xform”‰Œ docinfo_xform”KŒsectsubtitle_xform”‰Œ image_loading”Œlink”Œembed_stylesheet”‰Œcloak_email_addresses”ˆŒsection_self_link”‰Œenv”NubŒreporter”NŒindirect_targets”]”Œsubstitution_defs”}”Œsubstitution_names”}”Œrefnames”}”(Œf1”]”húaŒf2”]”jaŒf3”]”j«auŒrefids”}”(h®]”h£ajƒ]”jyaj ]”húajŸ]”jajº]”j«auŒnameids”}”(jjh®jijfjhj j¦jƒj¥j¢jejbj]jŸjèjåj]jZjj jjºjaj^uŒ nametypes”}”(jjˆji‰jhˆj¦ˆj¥‰je‰j]ˆjè‰j]‰j‰jˆja‰uh}”(h®h²jfh²jhúj jCjƒj„j¢j„jbjjšjjŸj:jåjhjZjëj j`jµj«jºjáj^juŒ footnote_refs”}”(jÒ]”húajÔ]”jajÖ]”j«auŒ citation_refs”}”Œ autofootnotes”]”(jCj:jáeŒautofootnote_refs”]”(hújj«eŒsymbol_footnotes”]”Œsymbol_footnote_refs”]”Œ footnotes”]”Œ citations”]”Œautofootnote_start”KŒsymbol_footnote_start”KŒ id_counter”Œcollections”ŒCounter”“”}”j Ks…”R”Œparse_messages”]”Œtransform_messages”]”(hŒsystem_message”“”)”}”(hhh]”hÆ)”}”(hhh]”hŒ5Hyperlink target "managementstyle" is not referenced.”…””}”hj sbah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhjubah}”(h]”h ]”h"]”h$]”h&]”Œlevel”KŒtype”ŒINFO”Œsource”h¯Œline”Kuh1jubj)”}”(hhh]”hÆ)”}”(hhh]”hŒ/Hyperlink target "decisions" is not referenced.”…””}”hj$sbah}”(h]”h ]”h"]”h$]”h&]”uh1hÅhj!ubah}”(h]”h ]”h"]”h$]”h&]”Œlevel”KŒtype”jŒsource”h¯Œline”K uh1jubeŒtransformer”NŒinclude_log”]”Œ decoration”Nhžhub.