Science of happy developers: How to boost your engineering team's mojo

The article argues that changing languages, platforms, or tools does not fix team morale. It says developer satisfaction and performance are tied to the manager relationship, so leaders should invest in individual relationships, feedback, and consistent time with each person.

Reading notes

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• New languages, tools, platforms, and processes are presented as the wrong place to look for developer happiness
• LMX theory is used to frame the manager-employee relationship as central to job satisfaction and performance
• The quality of the relationship with a boss is described as a lens through which the work experience is viewed
• Managers are told that in-groups and out-groups form naturally within teams
• In-group members get more trust, autonomy, advancement, and better outcomes
• Out-group members get less autonomy, less promotion, lower performance, and lower satisfaction
• Managers are encouraged to notice how these groups form and to build strong relationships with everyone
• Hiring should value soft skills and a willingness to work well in managerial relationships
• Weekly one-on-one meetings are described as the main practice for building trust and giving feedback
• One-on-ones should be consistent, private, and used to discuss impediments, feedback, and management input
• An open-door policy is presented as a weaker substitute for scheduled one-on-ones
• The article ends by saying developers usually leave managers, not technology, and that mojo comes from strong relationships