No, I find for most developers it is the challenge that motivates them. Whether the challenge to create a program/app that hasn’t been done before or just fixing a problem that no one else can figure out, I get motivated by problem solving which begets creativity.

I agree however that the creativity (or lack thereof) of the manager/supervisor can be either detrimental or a tremendous encouragement to developers. I’ve worked with managers from both ends of the spectrum, and can testify to the idea that if a manager is motivated to get things done and do them well, the programmers/developers under them have a tendency to be more willing/eager to work. I can’t stand working for someone who is just coming in to work, earn money, and go home. As service providers, programmers/developers need to be in an environment in which they work as a team to make things easier for end-users and create newer technology to streamline processes.

I’m a BA and from experience the difference between biz people and developers is like talking right brain / left brain. Biz folks are about ideas while developers about getting the facts so that they can do their job.

I learned the hard way, that there is a huge difference between programmers and developers.

But the crux of the issue is really about screening and hiring the people - whether it’s developers or a sales person. I would argue that if we did generalize about the IQ of a developer vs. a sales person, the developer would win hands down ;) Developers and even a lot of programmers know the business rules better than the actual business which is sad story in itself.

Chris, this is a very accurate assertion, and I was happy to read it! Motivation by profession alone is a ridiculous concept. An individual’s personality, and personal pursuits, is more likely to affect how they view work. Some people are very family-oriented, and simply want to be home for dinner — letting them do so should motivate them to make the most out of the 8 hours they are in the office. This has nothing to do with being a programmer, but unless a manager takes the time to figure that out, they will never be able to motivate.

Primarily, I’m motivated by challenge and trying new things (i.e. a new environment or a technique I’ve never tried before).

Programmers have traditionally spent inordinate amounts of time building the framework, just to get to the point where they can actually start working on the real project. It’s one of the reasons the game development industry has such high burnout (a new framework is developed for each iteration), and it’s also part of why platforms like Rails have seen such popularity.

Another good read would be “Behind Closed Doors”, which gives you lots of insights on stuff good managers are doing, and stuff lots of managers are skipping.