Technical managers who have moved up the ranks should accept that they may not feel comfortable with their people skills. The manager can then refocus their own role outward, bulldozing their way through project obstacles to success. Praise and recognition are always welcome, but come in different forms. Motivators for technical people also include challenging work, new equipment and interesting projects. A prima donna episode may fester, if the employee doesn't feel his or her work is appreciated.
Smart managers head off that possibility.
Vandergriff relates an example. A new associate director was on the job for one week. Her boss, in front of everyone, gave her a plaque. Then subscribe to the IAW E-Mail Alert. Openwave Be a part of the communications revolution.