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Eric Brown wrote a piece about Meetings & Trust in his blog Eric Brown’s Blog discussing how a manager had a pre-meeting to a meeting to “shape” what information was to be discussed during that meeting with the boss’s superiors.  I agree there are some trust issues with that manager and numerous meetings requested by the boss can be a sign of a lack of trust.  Additionally,  it could be a control issue.  I know that control and trust are related, but the manager may be trusting of his people but be a micro-manager/dominant control freak who just can’t help himself.  The manager could also just like to hear himself talk or feel he can justify his job more by these “important” meetings.  It could be some kind of departmental power play to show everyone who’s the boss.  Also, I know people who think that holding meetings will convince others how important and powerful they are (they aren’t, but they overcompensate for their inadequacies).

I have to say that I am lucky that I haven’t experienced that kind of manager that Eric discusses in his posting.  However, I do work at a company who is in love with meetings.  Sometimes we do have meetings to discuss having meetings. Very few meetings have a listed agenda, about 1-2% I would say.  It never starts on time and the participants usually wander off topic –if we even know what the topic is.  If I could cope with it, I could attend enough meetings every week that I wouldn’t ever get anything else done but attend meetings and be fully justified in doing so.   However, I think we talk too much and do too little. 

It seems that some people actually do like meetings.  In this LA Times article the author discusses a study about people’s feelings toward meetings.  Okay, maybe I shouldn’t say that I hate all meetings, just the unproductive ones.  Regrettably, the unproductive ones outnumber the productive ones.  The article as lists some suggestions to make meetings more productive.  I know we could do better with our meetings by taking this advice.

• Always provide an agenda and distribute it before the meeting.
• Set realistic goals and objectives for each meeting.
• Don’t include everyone. Attend the meeting, or require attendance for the meeting, only if the information is relevant.
• Reduce the number of meetings, meet only when necessary and make it easy for employees to opt out of participating if their attendance is not critical.
• Provide meeting feedback and reflect on that feedback as a group.
• Record and distribute minutes for each meeting.
• Break into smaller groups for brainstorming.
• Distribute appropriate information before the meeting via e-mail, instead of during the meeting.
• Pay attention to timing and impose a time limit; meetings that are shorter and that start and end on time are less disruptive for employees.

On the effectivivemeetings.com website the have a 10 commandments section of meeting basics.  The site’s “commandments” are similar to the ones from the LA Times article with a few good additions.

• Praise in Public, Criticize in Private
• Do Not Convene Meetings Outside of Normal Business Hours
• Do Not Use Group Pressure to Logroll Conclusions
• Do Not Use Meetings to Destroy Others’ Careers
• Keep the Personal and the Corporate Distinct
• Remember that the Best Model for Meetings Is Democracy, Not Monarchy
• Terminate a Regularly Scheduled Meeting When Its Purpose for Being No Longer Exists

 Check out the related articles on Eric’s page because they have some good points about managing meetings and calculating the costs of those meetings.  I have actually heard that some companies require an agenda, justification, and a total cost for the meeting be provided for a meeting to be approved.  I’m not sure how productive that whole process is, but I’m sure it will make having useless meetings much harder.

I was reading this blog over at Inter-Sections (blog: Inter-Sections » Blog Archive » How to recognize a good programmer) and some of the topics brought up I thought could be of value. I also thought that I would apply it SysAdmins and Technical Architects. I think these are good food for thought items People, jobs, and companies have all their own idiosyncrasies and these items are not the beginning or the end on hiring people.

Let’s start with some excerpts from Daniel’s blog entry.

#1 : Passion

Can you get this guy to excitedly chat up a technology that he’s using, for a whole half hour, without losing steam?

#2 : Self-teaching and love of learning

If you’re thinking of hiring someone as a programmer, and he ever utters the words “I can work with that, just send me on a training course for a week and I’ll be good at it”, don’t hire that guy. A good programmer doesn’t need a training course to learn a new technology.

#3 : Intelligence

In fact, good programmers are usually among the smartest people you know. Many of them will actually have pretty good social skills too. The cliché of the programmer who’s incapable of having a conversation is just that - a cliché.

#4 : Hidden experience

A good question to ask a potential “good programmer” in an interview would be “can you tell me about a personal project - even or especially one that’s completely irrelevant - that you did in your spare time, and that’s not on your CV?” If they can’t (unless their CV is 20 pages long), they’re probably not a good programmer.

#5 : Variety of technologies

Learning a new technology is one of the most fun things a programmer with any passion can do. So they’ll do it all the time, and accumulate a portfolio of things they’ve “played around with”. They may not be experts at all of them, but all decent programmers will be fluent in a large inventory of unrelated technologies.

#6 : Formal qualifications

The key point to outline here is that formal qualifications don’t mean squat when you’re trying to recognize a good programmer. Many good programmers will have a degree in Computer Science. Many won’t.

I have to say that these six points are very good and apply similarly to System Administrators and Technical Architects.  I want to add more thoughts around some of Daniel’s points and add some of my own as well. 

Passion & Hidden Experience

I do think that a good geek can talk your ears off about technology.  I also believe for the best, it is the continuation of a hobby or something they are good at.   This plays in line with #1 and #4 above.  I also think there has to be some amount of perfectionism or OCD as well.  I’m not talking about to the unhealthy levels, but a little bit of wanting it done 100% correct.  In my mind, the difference between a true geek and a manager is a geek doesn’t want to settle with something being 90% correct and a manager knows that with all projects, compromises will be made and nothing with 100% right.  The geeks that get into trouble are the ones that are so fixated on the getting to 100% that nothing else matters.  I have seen geeks lose good jobs because they were okay with “burning a village in order to save it”.  Needless to say that these types of geeks would never survive in a management role.

Passion also comes out in discussing around choices on how to do something and how well they can convince others as well.  It can go too far with fixation about being “right” and wanting to beat people into submission but the exuberance about the choices is usually a positive trait.  You want a person that cares about quality of work and taking care of others.  The individuals who are, don’t want to discuss with or convince others and will settle for the path of least resistance is the people who shouldn’t be hired.  Nothing frustrates me more than those who ,“have turned being unengaged into a Zen-like thing.” , a quote from one of my favorite fictional characters. 

In regards to hidden experience, good Systems people tend to don’t view being a SysAdmin or Architect as a “day job” it is more like a part of them or more than just a vocation.  I would be cautious about the passion levels or commitment levels of those who aren’t interested or fiddle around with technologies outside the office.

Self-teaching and love of learning

I totally agree with point #2.  With the tempos of projects individuals who insist on always having a training class before wanting to work with something typically is going to be trouble.  I do believe in training classes and believe that a company should provide people with training.  However, my experience has taught me that most people use this as an excuse as a crutch so they do not have to support or learn something.  I have found that I always want to learn something about and how to use technologies before I go to the training classes.  I have found that understanding many aspects of the technology before hand helps get the most value for me out of a training class.  I have also seen some of the “gotta have the classes” individuals are the same that have more initials after their name than my medical doctor does.  It could be that they want to milk the company for as many certifications as possible so they can go somewhere else and get paid more.

Variety of Technology

I think senior people should have a variety of experiences.  I think that some experience in different disciplines is excellent as well. (e.g. SysAdmin, Security, Network Admin, Management, Project Management)  For more of my thoughts and pontifications on career paths see this post.  I also want to place technology biases in this category as well.  We all use technologies and products that we are all comfortable with and the natural tendency is for us to reach for those tools whenever we have a problem to solve.  That’s normal and natural but that is not exactly what I’m talking about.  It’s the folks who flat refuse to work with Microsoft Windows, or think that mainframes are dinosaurs that need to be put out to pasture.  Talented people like exposure to all kinds of technologies and feel like any technology can be the correct fit given it meets the requirements.  If someone wants to run their data centers off of a bunch of Blackberry phones chained together, if it meets the business requirements and can be supported properly, what is the problem?  Ultimately, you are looking for someone who feels that they can provide the most cost effective solutions that are in line with business requirements.

Self-confidence vs. Hubris

Often times there is a thin line between self-confidence and hubris. Self-confidence is the thing that gives one the ability to take on challenges and new technologies.  It’s the positive part that fuels #1 through #6.  However, hubris is the biological weapon of mass destruction that will eventually destroy everything it comes in contact with.    It manifests itself in numerous ways. I’ve seen it come out in “smart people” who called the less knowledgeable or people with less memory capacity, STUPID!  I have also seen it people who think they are above doing certain types of work because of their title.  I have also seen it appear wearing the disguise of “efficiency” .  It sounds harmless as, why can’t someone else do this, I’m paid $100/sec and wouldn’t it be more efficient for someone else that is paid less to do instead of me.  I’m not knocking efficiency, but come on, what company thinks it normal to breaks down every task down to who is the cheapest person to the job.  I’m sorry, if they want me to take out the trash, I agree that it’s not an efficient use of the company’s money, but that is their call and I’m not above taking out the trash.  Here is both sides of that argument, the company pays for my time and I should be willing to do whatever the job requires(as long as it’s legal and moral) but I also have the choice to continue to work there as well if I don’t feel challenged or like what I’m being asked to do.

The Star Trek test

This one is mostly for a bit of humor, but I have noticed some correlation between how ”geeky” a person is by discovering how much they were into Star Trek (original series, spin-offs, and movies) and or other Scifi shows,  Dr. Who, Battle-star Galactica, etc.  I’m curious if others have seen this too.

This is only part one, I have so many different topics to discuss. I was afraid that if I added too many more characters that this post would require a warning statement about reading it why operating heavy machinery.

As all ways, if you have feedback or comments, either comment below or email me:  feedback at itminddesign dot com.   If you found it useful or entertaining please share it.

Every survey of employees I have heard people reference rate money below #1 as the biggest motivator or what makes employees’ the “happiest”.  I know that some would disagree and that’s fine.  I am as rapacious as the next guy and go to work to make money.  However, I don’t understand how people work at jobs they hate.  I respect that people have families and bills to pay, but long term how can any person be miserable for so long in a job they don’t like or don’t feel accomplished in?

I guess I now know what it might be like to go to a support group and realize that there are others out there who feel like I do.  I was touched by this article I read in the Wall Street Journal.  The title was “A Modern Conundrum: When Work’s Invisible, So are its satisfactions.” written by Jared Sanberg.  The link to the whole article can be found by clicking  Cubicle Culture - WSJ.com.  Several times through out my career I have moments of existential crisis.  I think most people want to be able to see their value and feel that they have left something positive in/to the world.  I often wonder, if I die today, would anyone in a hundred or thousand years ever know I existed and did I do anything to add value to humanity.  I’m not saying that I have to cure cancer to feel a sense of success, but at a minimum I want to give back to humanity at least as much as I have taken.  I truly relate to this in part the article:

In the information age, so much is worked on in a day at the office but so little gets done. In the past, people could see the fruits of their labor immediately: a chair made or a ball bearing produced. But it can be hard to find gratification from work that is largely invisible, or from delivering goods that are often metaphorical. You can’t even leave your mark on a document in increasingly paperless offices. It can be even harder trying to measure it all. That may explain why to-do listers write down tasks they’ve already completed just to be able to cross them off.

I actually do add things to my to-do list so I can just mark them off. I do feel good when I mark something completed. (It also allows me to keep a written record of what I do week to week) 

The team does have some metrics (KPIs) that measure our accomplishments but its hard to see how the company is doing any good in the world. I believe we do make products that make people’s travel process easier but seeing their impact to the end customer is hard.  I think when companies want to improve productivity and want employee buy in on the mission, they must find something for the employees to get behind.  The mission statements are usually a bunch of BS bingo and considered a joke at most places. It can be powerful if used correctly.  Saying that ABC company wants to be leader of XYZ industry and make $999 Billion dollars by 2010 isn’t very emotional to me.  Though if my salary is tied to revenue, I might get teary eyed thinking about my bonus. :)  Seriously, if I’m GE medical and we make defibrillators, then a mission statement of saving a million lives a year with our devices is an awesome mission to create.  I know I would want to contribute and work hard to help save a million lives a year.  Working late seems more trivial when lives could be at stake. I think meeting those people and know the good that is done by devices like that, that’s how IT people working in the “intangible” products get to see their work. 

The goal is to help each company find out how they contribute to something emotional and provide the easiest way to see the effects of everyone’s work.  All of us out there, we work for companies and have to help them find those things, so we can bring meaning, success, and fulfilment to our coworkers.  Until that’s true everywhere, including at my company, I will take comfort in knowing that I’m not alone out there, and others feel the way I do.  For now, that’s enough to help me keep digging for the emotional meanings in my world.

Comments/feedback always welcome.   email feedback at itminddesign dot com or hit the comment button below.

For many it’s that time again — performance review time. I thought it might be a good time for me to review some lessons I have learned. Some of these tips are minor compared to others, but I have seen, been part of, or done most of these errors.

1. It is called a review for a reason

It’s a review — that means if there has been something the reviewed person has been doing wrong, the review is not when you bring it up for the first time. If a direct report is doing something wrong, schedule a different meeting than the review to bring it up. As a manager, you want to lose lots of respectably, drop a new “screw-up” in the review.

2. Watch were you sit

Some may never think about the little things. The environment where the review is done is very important. It must be done in a private place that is free from distractions. Don’t answer the phone if it rings, don’t email or IM either during the review. This is often a general courtesy and respect given when someone is in your office anyway. However, have been in my review, the phone ring, and my boss answer it. That behavior sends that “your not that important to me” message loud and clear. Also, don’t sit behind a desk or table across from the person being reviewed. That layout is often seen as intimidating, so swing your chair around and sit next to the person. It subconsciously communicates that “we are on the same side - a team” feeling.

In this global environment, many managers have direct reports scattered over the planet. There are two things I believe should never be done over the phone — being fired or be given a review. Managers, if at all possible, fly, video conference if you must, but it is critical to see the person your reviewing. I once was given a review over the phone and it wasn’t a lot of fun. I personally do not have a personality that requires large amounts of performance feedback so I was generally okay with it. However, I know lots of people who live or die with their performance reviews. For me it boils down to be a value and respect issue.

3. Two way street

A review isn’t like watching television, it requires active participation by the reviewer and the person being reviewed. So both parties must be ready!

4. Know why; ask why

If you give someone a rating, know why that is. If they get an average or below average rating on something, be able to explain why with specific examples. Also, be ready to give guidance on how to improve that rating. If you can’t do these things, your not ready to give the review. Time for a personal experience on this one. I once had a review with my manager where I asked –as I do on every review — “this rating was my lowest, what can I do to improve it?” and all I got was “Ah,Ah, well… you know…” At that point, I couldn’t respect his opinions of my performance. It was not even a negative rating, it was just the lowest numbered one. I just said okay and played the review out as fast as possible because I didn’t care about what he thought anymore.

For you being reviewed, you don’t get away so easy either (see #3). Reviewees, it is your job to ask questions and understand why. You need to know why you got the ratings and what you can do to improve them. No one is perfect and there is always room for improvement. A career is always a moving target, if you ever reach the target there is something really wrong.

5. Career Path & Objectives

These two items are often and should be discussed during a performance review (see #3). A reviewee should have a good idea of what they want out of their job, their desired career path, and should communicate it to his or her management. Likewise, a manager should seek this out from his or her direct reports and do what is best to help the employee achieve their career path and objectives in line with the company’s needs. Training (internal and external), mentoring, and possible growth challenges should be addressed as well.

If you have any others you think should be added, let me know. Email : feedback at itminddesign dot com.

You just got hired in IT. Awesome. Welcome aboard. Here is a list of some tips that I have thought about many times as new people come and go in our organization. These should generally apply to any position. This article is only the beginning of the possibilities for a list like this. If you have any comments or ideas you can comment below or email feedback at itminddesign dot com.

1. Don’t talk much, just listen

I’m sure this applies to more situations than at work or if you just got hired. However, it never fails, as some newbie comes in and can’t learn anything about company or what goes on around the place because they are too busy running their pie hole. This is extremely critical if you are relatively inexperienced or move to a vastly different field or area from the last. When your talking too much, people think you must know it all or don’t care to listen to what they have to say. Every place has its own local jargon and the only way to pick up on these things is to listen.

You can also learn interesting details about your coworkers. If you just let them talk about themselves most people will begin to talk about the things that interest or are important to them. This is often true if you throw in the occasional open ended question.

2. Ask questions

Most people have a natural design to want to help people. If you ask questions and ask for help most people will be glad to lend you a hand. Asking questions is a great way to start piecing together various information. I remember when I first started this job. I didn’t have a clue as to what was going on. The company has always been heavy on acronyms for things. It seemed almost as bad as the US armed forces. So for the first several months, I carried a pad around with and would right down any terms I didn’t understand. After the meetings were over I would ask my teammates what the terms meant. I would suggest writing down the terms and any answers you may have a hard time remembering. Many people become irritated after you ask the same questions over and over. It also may give some people the impression that you don’t value their time. Any help you get from others should be seen as valuable because they are responsible for doing all of their normal work plus the time it takes to work with you.

Another value tool with a question. It is often very disarming if you are confronting something you see as wrong. Maybe an example will help. Read these two sentences and pick which one seems to be less confrontational.

“Joe, this server’s network connection is configure totally wrong.”

“Joe, let me ask you question. I thought that a server’s network connection should be setup like … Did I misunderstand something?”

I have always found that people don’t read the second sentence as being attacked and comes across like you have a question and you need their help to verify it.

3. Either remember what your told or take notes

I have spoke about this some already. If you don’t remember things easily, then right it down. It’s about efficiency and respecting someone else’s time. If you don’t, your going to find that people are going to become irritated after explaining something repeatedly. If it’s gets bad enough, they may start to conveniently forget things. I’m not saying, that if you don’t really understand something not to ask questions, because that’s tip #2. However, if it’s the same set of information over and over — write it down.

4. Understand the unpublished organizational chart

Most organizations have an official org chart that they give you which is very useful as it’s nice to know who’s the boss. However, the “grapevine” and the interpersonal relationships are just as important. A good example of this is often some manager’s administrative assistant. The assistant often has tons of inside information and direct access to the boss. People who have been around or have known others for years have lots of influence with them. Before you take on someone you should have an accurate read of the interpersonal landscape. The best idiom I know of for this tip is “The toes you step on today may be attached to the ass you have to kiss tomorrow.”

5. Understand why something was done a certain way

Before commenting on how bad or wrong an existing solution is, it would be best to ascertain how it came about. Everyone wants to do a good job but there are always issues. Typically there are only two things that stop something from getting done, money or politics. People often feel like they own the projects and environments they create personally because of the amount of blood, sweet, and tears that go into it. Before you tee off on some existing design or environment it might be good to reread tip #2. If you don’t, people may feel attacking the solution is the same as attacking them.

6. Over at company ABC we use to …

This tip is not meant to squash the new ideas new people bring to a new job. However, until you have a good understanding of an environment, you may want to go easy with references to how we did over at <insert your last employer here> . Obviously, if the opportunity comes up for something brand new and it’s appropriate, there is nothing wrong with suggesting or explaining how that was dealt with at the old company. Most folks don’t deal well with change and new people being hired is a change.

7. Seek to understand before you seek to be understood

This one sounds easier than it is. It even applies to the people you don’t like. Everyone person’s pathology is different. There are reasons they are the way they are and how they became that way. I’m not reducing a person’s culpability for their actions and attitudes. I am saying that knowing what a persons true intent is not possible. The closest thing to knowing what it truly is by getting them to articulating their motives. We all often want to default to seeing every perceived wrong against us as malice. I know that this is a significant personal growth area for myself. Also, you are not going to agree with all the thoughts, feelings, and beliefs once you seek to understand someone. Even if you can’t agree on anything

8. Do not be afraid to make mistakes; own them when you do

This tip is not a license to be negligent and there should be lots of caution used in a new job and a new environment. When I first started I didn’t really know anything and I remember to this day the director saying to the guy I was replacing “You can take him out there but don’t let him touch anything”. However, being paralyzed by maybe making a mistake would be career limiting. I see in our company now, some do not want to make a decision or take a reasonable response to resolve a problem because they don’t want to break something and get in trouble. However, they don’t seem to realize that no one in the 11 years I have been there has ever been fired for making a mistake. If you do make a mistake, own it, and learn from it. Just don’t keep making the same ones over and over. My view is, that if you do the best job you can in what is viewed as the best interest for the company and they want to fire you for it, you really didn’t want to work for those people anyway.

9. Be on time to meetings

This one really applies to new and veteran employees. If you commit to coming to a meeting show up on time. It’s a simple courtesy to others and shows that you respect them and their time. It also shows that your organized which is important. Having your act together always looks good when it comes raise and/or promotion time. If your already having chronic lateness here are a few tips on how to stop being late. I will add one of my own as well. I maybe channeling Dr. Phil or something, but many people get something from being late. To define “something”, I mean some subconscious issue is occurring that gives you some kind of “reward” for that behavior. Subconsciously, the person is getting something out of being late. Humans don’t usually do things that they don’t get some kind of subconscious “reward” for. Don’t read any negative insinuation in this either, it’s just the way humans are and we can always improve.

10. Some things are better left unsaid

A good friend and ex-coworker exposed me to this phrase. I didn’t really believe it much when he first started to say it, but he was right. If there is no good or value to anyone by saying something, then saying it can only make things worse. Seems reasonable to think that it shouldn’t be said. In a new job until you have fully done the work of tip #7 will someone be able to evaluate what is safe to be said to someone. Lucky for me I work with some great people who don’t mind most of the things that come out of my mouth. However, if we hire someone new, I stay very professional and exercise tip #7 until I can feel safe in stretching the boundaries of professional talk. Obviously, the best advice is not to go anywhere inappropriate and you will always be safe from those folks in HR. That just doesn’t really work for me. I did once call our receptionist “Dear” and got hauled down to the director’s office for a little counseling about harassment. She never did tell me personally that she didn’t like it. If she had, I would have stopped. However, if I had followed some of these tips before then, I could have avoided my one and only slap on the wrist.