Principle vs Specific arguments

I'm constantly reminded how a dynamic of argument and debate is in the wrong place. A recent issue cropped up where a colleague was pushing back to a technical supplier because insufficient information had been provided against a change request. The problem though was that the phrasing of the pushback was principle-based, i.e. he argued that the change request didn't comply with standards (whether explicit or otherwise), yet the supplier hadn't previously agreed the standards. So the argument becomes abstract, and doesn't deal with the specific issues.

So I thought about this and realised that this is often a source of conflict, debate and mostly wasted energy. Principle-based arguments are only effective if both sides have previously agreed the principles. I am not saying that they are pointless, in fact no, principle-based arguments are essential if you're striving for new standards or application of new methodologies and technologies. Adherence to standards is essential in today's business climate.
But if standards and principles haven't been agreed or are at best implicit, then arguing for them will get the other side's back up, or if you're lucky, just leave them confused.

If you find yourself in a situation where you feel an agreed standard is compromised, then you should argue for it. If you find yourself in a similar situation where what you consider as standard is compromised, but it hasn't been agreed, then try pointing out the specifics of what needs to be improved but compromise this time, and maybe the next, and if you're generous, the next time too, but then argue that the other side should have enough experience to know what standard is expected. E.g. you could say that 'document x doesn't mention how you would roll back that change, but we'll let it slide this time but make sure it's included in the next document.'

Consider this approach next time you feel something isn't to standard and it may mean the difference between conflict and progress.

If you need help or advice on the management of process change or the implementation of standards, then contact me on simon@commerce-savvy.com

The impact of Unplanned Work

This might resonate with you if you're a technical professional: how many times have you been asked to do a piece of work (often portrayed as a 'small' job) which disrupts planned activities and means one of both slip or are done with compromise? A study in 2002 found that IT departments can be spending 10% of their time on unplanned work, which is 10% of work that is unbudgeted and under-resourced. The costs are hidden and the strain on workers can be significant. If you take a standard 40 hour working week (assuming that those hours are allocated to work in advance) then workers are spending an extra 4 hours a week on unplanned work! Time that could be spent in the pub :-) No way Jose!
It seems that this is a common problem in technical departments. I've experienced this a lot in my career, and it seems to be as a result of a lack of respect or courtesy. Worse still it can be because the requestor doesn't consider the role of the technical department as crucial or important to business. But wait, if someone asks you to do something unplanned, why are they doing it? The answer, more often than not, is because non-techies view techies as problem solvers and have a gift for dealing with obscure problems of an esoteric nature. So this is a compliment, right?
Whether its a compliment or sheer lack of respect, it happens. What does a committed and professional technician do in these circumstances?
It's common for the requested activity to be absorbed into the work stack. It's also common for it to be pushed back outright. But a coping mechanism I've found to be successful is to respond in a matter-of-fact way, which is helpful to both sides of the request. If a sales guy came to me and asked me to 'do him a favour', if I couldn't absorb it with free time I would lay out the other work I had to do that day and ask him how these work items should be prioritised, plus ask him to help approach the recipient of work I had otherwise agreed, should I feel that appropriate (it's a judgment call I can only make). It's amazing how many times this has resulted in the request being withdrawn, plus an apology received. Although in most cases like this I have helped the would-be usurper by suggesting alternative colleagues who might have free time, or a potential alternative means of achieving the same outcome.
This isn't rocket science. It's a way of helping others understand that our work is important and part of the organizational machinery, but that we're not unhelpful or beligerant.
Most importantly, technical professionals must realize that unplanned work can cost an organization significantly and that it should be practically avoided, but not aggressively!

Knowing your craft, inside out

What have Michael Dell (of Dell Computers), Jack Welch (of General Electric) and Bill Gates (of Microsoft) got in common? They reached the pinnacle of their domain and organization by knowing their companies industry and products, inside out. These guys are true captains of their industries (whether you like their products or not). All three became head honcho because they committed themselves to their industry, their companies products and shaped product development intimately, as legitimate head of the business and (more importantly) as thought leader and innovator.
It isn't just the smart talkers or the sharp suits who can reach the top. Above all, the best person to run a computer manufacturer is a computer engineer; the best person to run a coffee empire like Starbucks is a coffee afficianado like Harold Shultz. So use the success of these folks as an inspiration to you as a technical professional, that your passion and commitment to your craft can lead to your utmost success.

Can you spot a bad CIO? (... or CTO, or IT Director, or IT Manager, or Head of IT)

I was perusing the CIO.com website and found a good article which covers the traits of a 'bad CIO'. If you forgive CIO.com's annoying paginated delivery of content, you might enjoy reading this. I think it applies not just to bad CIOs, but as I suggested in the title it can apply to spotting anyone who dubiously fills a senior technical position.
But before you take a look and possibly read it at face value, I have a few thoughts on the article. I think it assumes that folks who will judge their leader against the criteria offered have 'perfect' and unbiased information to use to make the judgment. Equally it assumes that the reader is unbiased themselves. Most of all, the article assumes that the leader in question has full control of their domain and is able to apply influence upwards, to their own masters. This isn't always the case, so don't rush too quickly to judge your leader as 'bad'. Read this article, enjoy it, use it even to make a call on the performance of your CIO, but once you've done so have a think about the situation they find themselves in and consider alternative explanations for the behavior.

The link: http://www.cio.com/article/186800/How_to_Identify_Bad_CIOs_in_Their_Natural_Habitat/5

... whilst we're on the subject of recession...

A recent article on HBS: Working Knowledge gave a marketing view on coping with recession (take a look.) You might notice a number of parallels between the advice aimed at marketers and the advice I gave in my last article '5 Recession Beating Tips'.
I think this is because marketing and technical departments face similar challenges in justifying themselves in terms of their value against their cost, particularly as both functions are less easily measured than sales and customer services and that functional value is less immediate in all but a few examples (such as computer operators and perhaps campaign marketers.) Both marketers and technicians must strive to ensure that they are efficient but moreover effective, by understanding their customers (whether internal or external) and adjusting focus to suit.
Both marketing and technical departments must be frugal with budget and challenge major spend, but as marketers shouldn't cut advertising, technical departments must not stop investing in staff (such as training). In both marketing and technical departments, inaction and continuing to plough the same furrow is dangerous and potentially wasteful.
To conclude, technical departments will not be singled out during recession and nor will they be at the sharp end of an organizational axe, but like all departments in an organization facing tough times, maximizing value, reducing costs but maintaining progress and delivery is an absolute must.

5 Tips for beating recession in techical roles

It's hotly debated whether we're heading into a global recession or not; my personal view is that the economy is slowing down sufficiently enough to spur me to prepare for recession. Taking positive action now could soften the blow if such a disaster were to happen, and I'd confront it on the front foot. Below are 5 tips I'd like to share, gathered from a number of my colleagues across technical industries.

Tip One: Speak to your boss
This is at number one for a reason, it's in my opinion the most important thing to do of all. Talking to your manager about a possible recession will give you an opportunity to air your concerns and to get feedback on how it might affect your department and organization. You may get insight into particular issues faced by your superiors, such as the impact of a reduction of sales or budget squeezing. Most of all it shows you are interested and aware of the threat ahead and that you're willing and able to contribute to withstanding it.

Tip Two: Reconsider major expenditure in your organization
If your department is considering, or has chosen, to make any large purchases such as new software, new IT systems, etc. then get together with your colleagues and manager to reassess whether it is absolutely necessary. Can you live without it for a while? Is there an alternative measure you can put in place temporarily? Think outside the box, and try to hang up your own personal biases just whilst you consider alternatives. If you come up with anything that has legs, document it and present it to your department head. Whether the alternative is taken forward or not, it shows you are taking initiative and care about the future of your organization.

Tip Three: Push for training to widen your skillset
This might sound counter-intuitive, but read on. In hard times, organizations begin to freeze recruitment and also look at their staffing levels and consider laying off people in roles that are not central to the organizations continued core operation and folks whose role does not add immediate value. By widening your skillset, you can put yourself into a position where recruitment isn't necessary, or that some roles (particularly those filled by contractors) can be made redundant. Training can be expensive, so you may need to strike a deal with your boss to ensure your organization gets value from it. Also consider offering to take distance learning and CBT based courses rather than residential courses which considerably reduces the cost.

Tip Four: Fortune favors the brave - be brave
This classic phrase has meaning in hard times. In my opinion, one of the most damaging organizational behaviors before and during an economic slump is inaction. That is, organizational resources are channeled into projects and initiatives that are not moving fast or delivering enough value rather than strengthening core operations and departments. You may know of things going on in your organization that are wasting time and energy. You may see projects that are slipping and will only slip further as recession bites. My advice - be a whistleblower. Speak up and say how it is. Be brave. Nobody will thank you later for saying 'I knew that would fail' - but you'll be festooned with kudos for calling foul on initiatives that will go belly-up. Whats more, if you see colleagues loafing and lazing about, then deal with that too. They will only bring you down with them if not.

Tip Five: Polish your CV/Resume
Who knows what will happen? You maybe the unfortunate one who loses their job. It happens, and accepting this as a real possibility now means you can think about how you can deal with it later. Preparing a sh*t-hot CV now that sells you and your services can give you a head start on others who will be in competition for a dwindling number of vacancies.

Getting feedback on your CV is important. But still 62% of CVs submitted to recruiters from all industries are considered ineffective in selling the individual to their potential. Worst still in the IT recruitment sector, 72% of CVs fit this category. I am happy to review your CV and offer helpful advice free of charge - get in touch: simon@commerce-savvy.com

Articulate your success

I've discussed before how developing and improving your public speaking skills can also improve your personal confidence (see here).
On a similar vein, I'm discussing my views on the importance of good articulation skills, i.e. how you use language, vocabulary, your voice and inflections such as pauses. The reason why is through research and experience I know that people who can demonstrate a grasp of language succeed better in the workplace. It's similar to the psychological phenomenon that overweight people are perceived as less intelligent (with no actual basis of evidence behind it.) Becoming more articulate can change how others percieve you to your advantage.
I am not saying though that by using language more skillfully *actually* makes you more intelligent or a superstar in the workplace. What I am saying is that other people may perceive you to be!
The basis of good articulation is knowing what words and phrases more succinctly and appropriately get your point across. Its not about using fashionable buzzwords. Its about precision. A simple example: You might say "This stock has a really good chance of increasing in value", or more articulately say, "This stock has growth potential". It's a matter of using a better mix of words that sum up your point quickly but without confusing folks. In technical conversations, you could argue that jargon fits this description, but it's true that non-techies may struggle to understand what the words used mean. Good articulation is also about making your language accessible to your audience. The whole point can be lost if you use specialist words that only a small group of you comprehend.
So I may have shown you why good articulation is a benefit to you. But how do you learn it? Well like most things in life, you learn by practice, some trial and error and hopefully feedback. Something I do is if I hear a word that I haven't comes across before (and I should point out that it's likely others haven't too) then I look it up in a dictionary or a thesaurus, so I could use the word's meaning in a similar context but maybe using a more accessible word. For example, I may hear the word 'astruse' used, so I look it up and find out it has the same meaning as 'esoteric' or 'puzzling' - the first less commonly used than the latter so I would likely use 'puzzling' if I am conversing with a youngster as they're more likely to know my meaning.
Good articulation comes with having a wide vocabulary, so what's better than exposing yourself to a wider wordset than reading a variety of genres of books, magazines, journals, websites? If a word crops up you don't understand, look it up.
Now this might seem a bit of a language-101, but my argument here is that in business, particularly if coming from a technical viewpoint, good articulation can win over audiences and build confidence in others and yourself. Good articulators climb the career ladder quicker, statistically speaking, and if you're intent on using your techncial skills in a wider business context then good articulation is a must for you.
If you want to learn more about language and articulation in business, I thoroughly recommend the following book: