[porker]

> I'm sure there are many thoughts going through your mind regarding the team and perhaps my lack of managment skills but I am only lead on the project, I don't manage people.

If you're lead on the project you do manage people. It might not be in your job description but that's part of seniority. And if you want the projects you work on to be delivered you're going to have to step up and be that leader.

I've managed a copy paster successfully before. I set clear tickets with success criteria so it was obvious when their copy & paste didn't work. And as it was their ticket, assigned to them it was their responsibility to make it work. When enough of those built up they got the message and we wrote up a performance improvement plan. I mentored them through solving a couple. Then they started to do it. Enough to keep their job.

I've managed and worked with mavericks before. I have never found a successful strategy. The worst quit within 2 weeks because their new and unasked for contributions (e.g. rewriting a system unrelated to the project because "they could do it better") get called out quickly and stopped. The others burn me out.

[capableweb]

> The worst quit within 2 weeks

> The others burn me out

It sounds like "the worst" wasn't actually the worst, "the others" were the worst, as they actually impacted others in a more significant way.

[porker]

Heh not quite. The worst would also swear at teammates, and called out every piece of our code as sh*t in front of the entire 20 employees (not good when the CTO is there who wrote most of it - and it wasn't that bad). It was 2 weeks where we hardly got any work done.

The current maverick and the previous ones like him don't affect the other employees much, just me who has to lead the project he's on and try and manage him.