Like it or not, it's a global economy. So I would add to this list,
11. Learn to work well across national and cultural boundaries.
Learn a little Chinese, French, Spanish, Brazilian. Understand their cultures and be prepared to be the person to lead when and if the programming work gets outsourced to other countries. Be flexible, be able to work across time zones and understand how different cultures think and act in terms of leadership and specifying requirements and tasks.
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Oh the richness of the irony..
Gotta love it when someone doles out advice, all the while making it obvious that they have no idea what the hell they're talking about.
First of all, there's no such language as "Chinese". And while we're at it, there's also no such language as "Brazilian". There's Mandarin and Cantonese (the two dominant dialects in China), and Portuguese (the official language of Brazil).
Second, you'd have to be a total idiot to fill your brain with all that unnecessary gibberish. Unless you have some kind of sales position which requires you to not only travel but also SPEAK in foreign languages, your time would be far better spent learning skills that will actually have real-world benefits.
You're right -- to some extent -- that there's a global economy, but that's just one of those nonsensical buzz phrases which mean absolutely nothing. Since the inception of currency and trading, there has always been a "global economy". It's not new and certainly not worth getting excited about. Sure as hell isn't worth filling your head with languages that you'll never use except maybe to say "hello" or "thank you" to somebody.
Third, if you want to focus on language, spend your time perfecting your English speaking and writing skills. It's the universal language spoken in nearly every part of the world. That's why children all across China, Europe, India, and even Africa are taught it from a young age, because everyone knows that without a solid English foundation, you have zero chance to compete globally.
Gotta love it when someone doles out advice, all the while making it obvious that they have no idea what the hell they're talking about.
First of all, there's no such language as "Chinese". And while we're at it, there's also no such language as "Brazilian". There's Mandarin and Cantonese (the two dominant dialects in China), and Portuguese (the official language of Brazil).
Second, you'd have to be a total idiot to fill your brain with all that unnecessary gibberish. Unless you have some kind of sales position which requires you to not only travel but also SPEAK in foreign languages, your time would be far better spent learning skills that will actually have real-world benefits.
You're right -- to some extent -- that there's a global economy, but that's just one of those nonsensical buzz phrases which mean absolutely nothing. Since the inception of currency and trading, there has always been a "global economy". It's not new and certainly not worth getting excited about. Sure as hell isn't worth filling your head with languages that you'll never use except maybe to say "hello" or "thank you" to somebody.
Third, if you want to focus on language, spend your time perfecting your English speaking and writing skills. It's the universal language spoken in nearly every part of the world. That's why children all across China, Europe, India, and even Africa are taught it from a young age, because everyone knows that without a solid English foundation, you have zero chance to compete globally.
The skills listed are ones an upwardly mobile IT person should have, executive skills should be polished to a degree.
The knowledgeable can reduce costs in a major project in ways never imagined by the bean counters.
IT people tend to know a lot, they were born networking, they have access to the hive mind, don't fool yourself, IT people are aliens....ok not really, but non-IT folks can't understand a word they say when evesdropping on them.
I couldn't agree more as regards languages.
Cultural sensitivity can be critical.
Spanish is a given for folks from the southwest(show me a Texan that doesn't speak Spanish and I'll show you someone from Cape Hatteras).
French in an easy tongue for most.
Japanese is a bit more of a challenge, but it's not impossible to accidently pick up enough Japanese to get by.
Chinese would seem to be needed in the near term, and one could do worse than to learn some Russian, and a smattering of Farsi.
The knowledgeable can reduce costs in a major project in ways never imagined by the bean counters.
IT people tend to know a lot, they were born networking, they have access to the hive mind, don't fool yourself, IT people are aliens....ok not really, but non-IT folks can't understand a word they say when evesdropping on them.
I couldn't agree more as regards languages.
Cultural sensitivity can be critical.
Spanish is a given for folks from the southwest(show me a Texan that doesn't speak Spanish and I'll show you someone from Cape Hatteras).
French in an easy tongue for most.
Japanese is a bit more of a challenge, but it's not impossible to accidently pick up enough Japanese to get by.
Chinese would seem to be needed in the near term, and one could do worse than to learn some Russian, and a smattering of Farsi.
We see plenty of people with the above soft skills but shallow technical prowess.
We call them spoofers.
We call them spoofers.
I agree and add that "Technical people" with these soft skills are really only necessary in environments with bad management and environments where the project managers are spoofing.
John - what do you call people with these skills who are also have the technical ability to match? It would seem many don't get hired because they are labeled as over-qualified but really they scare those without soft skills to death.
I call them 'Boss'. I lack many of these skills, but I also don't aspire to climb the ladder to echelons where they're more critical. More power to those who possess these tools and enjoy using them. I'll stay where the emphasis is more on the tech skills than the soft ones.
I thought they were commonly known as consultants , perhaps I'm mistaken. However technical skills can be learned , not being a **** is harder as its more or less in built.
Problem is that often at Uni these guys are given inflated expectations and few soft skills are taught. When studying for my applied physics qualification I thought the business communications module was a waste of time because it wasn't hard core science. In retrospect this was probably the most useful module in the real world employment situation.
Problem is that often at Uni these guys are given inflated expectations and few soft skills are taught. When studying for my applied physics qualification I thought the business communications module was a waste of time because it wasn't hard core science. In retrospect this was probably the most useful module in the real world employment situation.
Spoofers indeed, nothing really beats the techninical skills in this field of IT, UNLESS you plan on being the theoritical and company politics IT manager expert.
This applies to all jobs, not just IT. However I will concede that many IT people have a hard time with people skills, and being a team player specially when it comes to coding. Programmers usually hate someone else messing with their code. I know I do.
I'm very much a loner when it comes to coding and I've been fortunate in most of my jobs. I have a particular way of working, of naming variables, for example, and code layout. In my present job, I followed on from a guy who wrote code that wasn't easy to follow, and now I have a colleague who doesn't follow my 'rules'. This doesn't cause problems, just minor niggles, but one thing I've never encountered is documented coding procedures anywhere I've worked. Maybe there should be a global committee on coding rules then anyone who was familiar with the rules could more easily understand code written by someone else (who adhered to the rules). Anyone willing to start such a ball rolling? I'm willing to share my 'rules' for consideration.
There is a word for an activity in which everyone gets full freedom of self-expression: hobby. I've owned and operated a software development business for 40 years and have enjoyed watching software design and programming advance toward a true engineering discipline. I was delighted when college-educated software designers began to graduate with the title "engineer." This will never, however, be the profession it can be until any engineer can understand the design of any other engineer, and any programmer can follow the work of any other programmer--just as in every other kind of engineering and development environment. Getting IT pros who possess all the skills described in the article is a must, of course, but to be efficient once the decisions are made we need communications among ourselves on the order of electronic hardware development's naming conventions and schematics.
The problem with coding conventions is that technology advances faster than the conventions do. In the end, the "right way" if doing things makes a company less fleet of foot and more likely to play catch up.
Many software companies have their own coding rules, naming conventions and the like. However, I don't know of an international standard for such.
Great advice, especially about Vendor management. Thank you!
In fact this is a good outline for a resume! I have some of the characteristics of all but project management. We didn't really get into that in my last contract. I have tried to start alternate energy projects in various communities, which turned out to be very interesting. All of the above skills turned out to be priceless, in that endeavor.
Fix global warming, feed the hungry, free the oppressed and solve the energy crisis. And why not invent chocolate that cures cancer and makes you slim! This is a wish list that would be great
for any member of any team to have - not just IT. How many team leaders and business managers have more than a couple of these skills? Most of these soft skills are badly served across all business disciplines with only a few stand-out people able to deliver anything like half of these.
As for the CIO's, what exactly will they be doing whilst IT pros are bridging the gap? Is this not exactly what they are paid to do? Using those powerful and invaluable skills that they learn from their background in liberal arts?
Most people want IT to make their computer work. Simple really. They need IT guys who can deliver technology in a robust, stable and progressive manner. This requires IT guys with IT skills first and foremost. Great if that person can have all these soft skills, but realistically most real life tech people work hard enough with the tech. I'm sure there are a few marvellous people out there who can do all this and I hope they are getting all the recognition and benefits they deserve. Mostly IT teams need a variety of people to focus on skill-sets.
for any member of any team to have - not just IT. How many team leaders and business managers have more than a couple of these skills? Most of these soft skills are badly served across all business disciplines with only a few stand-out people able to deliver anything like half of these.
As for the CIO's, what exactly will they be doing whilst IT pros are bridging the gap? Is this not exactly what they are paid to do? Using those powerful and invaluable skills that they learn from their background in liberal arts?
Most people want IT to make their computer work. Simple really. They need IT guys who can deliver technology in a robust, stable and progressive manner. This requires IT guys with IT skills first and foremost. Great if that person can have all these soft skills, but realistically most real life tech people work hard enough with the tech. I'm sure there are a few marvellous people out there who can do all this and I hope they are getting all the recognition and benefits they deserve. Mostly IT teams need a variety of people to focus on skill-sets.
With all the talk about the difficulties between IT and the rest of the business it's important keep all of these soft skills in mind. Not every IT person may need to work with non-IT but many do.
Both sides of the fence need to work to improve communication. We can't control how non-IT bridges that gap but we can work on our part. Plus, at least most of us are human
and if we can all remember that part of ourselves when dealing with non-IT folks it will help.
Lastly, being able to communicate well does not mean you're all smiles and make nicey nice. Non-IT people will still value and appreciate an IT person's input even if they are gruff and to the point. If the communication is clear, questions are answered in a way non-IT understands and non-IT feels like they are really being listened to then things will work better.
Both sides of the fence need to work to improve communication. We can't control how non-IT bridges that gap but we can work on our part. Plus, at least most of us are human
and if we can all remember that part of ourselves when dealing with non-IT folks it will help. Lastly, being able to communicate well does not mean you're all smiles and make nicey nice. Non-IT people will still value and appreciate an IT person's input even if they are gruff and to the point. If the communication is clear, questions are answered in a way non-IT understands and non-IT feels like they are really being listened to then things will work better.
It wasn't the actions with the CIO or Director of IT that determined the attitude of the employees toward IT, it was the interactions between the techs and the employees. Tech skills are essential, but if you're pissing off your customers, they won't want you around.
Absolutely agree. Every person in IT should know their customers , who they are ,what they need and why what they do is important to the business. If you cant figure it out and articulate that to both the management and customer then its time to either learn or look for a new job. For a lot of us its self preservation. Respect is earned and its a two way street. Customers/Users should feel that you understand their needs are are willing and capable of helping them or that you can reasonably explain why you cant. Sometimes it helps to explain what would be required to do that. "computer says no" is career limiting/ending.
in a non-profit organization! Because I was the only tech in the west half of the state, I had to go it alone, and became very independent. I needed all those skills to keep the network and infrastructure going. I say I'm weak on project skills, but to tell the truth, every time we opened a new office or revamped the network at an existing location, it was quite a project. I usually did all the construction myself, but needed the business sense, to realize when it was actually cheaper to hire a contractor to finish a job, or build a PBX.
especially if you're technically incompetent.
But, then again, who needs technical competence when you have the Indians just an ocean away? You can always cleverly outsource, "all the hard stuff," to them. You know, hard, technical stuff, like... setting up an account in AD or managing the VoIP system or writing the code for an iPhone app (or a military drone - meh, what's the difference?) You know, the stuff we don't want to worry our pretty little heads over. Who cares, anyway? You've got those soft skills to talk your way out of anything, right?
So, go ahead, wrap this noose around your necks. Take the leap. Your (technically incompetent boss) will love you for it.
But, then again, who needs technical competence when you have the Indians just an ocean away? You can always cleverly outsource, "all the hard stuff," to them. You know, hard, technical stuff, like... setting up an account in AD or managing the VoIP system or writing the code for an iPhone app (or a military drone - meh, what's the difference?) You know, the stuff we don't want to worry our pretty little heads over. Who cares, anyway? You've got those soft skills to talk your way out of anything, right?
So, go ahead, wrap this noose around your necks. Take the leap. Your (technically incompetent boss) will love you for it.
Yup seen that a couple of times, the former tech that goes into middle management because he doesn't want to deal with the tech stuff anymore.(plus "supposedly" there's more money) and after a while starts acting like a Pointy Haired Boss.
The fun part is that the higher ups still regard him as a "disposable techie" and the troops start hating his guts.
And when upper management kicks his butt out of the company because all his soft skills can't spin a disaster caused by their stupidity combined with his lack of a spine for stopping it when they decided whatever tech monstrosity they wanted (that's what the "business" calls "negotiating"), he finds that his tech skills are outdated and can't get any talented tech to work for him, and then he wonders why the world is so unfair.
The fun part is that the higher ups still regard him as a "disposable techie" and the troops start hating his guts.
And when upper management kicks his butt out of the company because all his soft skills can't spin a disaster caused by their stupidity combined with his lack of a spine for stopping it when they decided whatever tech monstrosity they wanted (that's what the "business" calls "negotiating"), he finds that his tech skills are outdated and can't get any talented tech to work for him, and then he wonders why the world is so unfair.
Hi,
Those skills are important for any professional not only IT as Suresh Mukhi mentioned but the biggest mistake made by managers when they are looking for them is trying to find all of them in one person. After more than 15 years professional career and more than 5 years management experience I'm quite sure that this person doesnt exists. So in my opinion the point is to try to build a team(IT or not it doesn't matter) which includes people having one or two of those skills plus technical knowledge.
Those skills are important for any professional not only IT as Suresh Mukhi mentioned but the biggest mistake made by managers when they are looking for them is trying to find all of them in one person. After more than 15 years professional career and more than 5 years management experience I'm quite sure that this person doesnt exists. So in my opinion the point is to try to build a team(IT or not it doesn't matter) which includes people having one or two of those skills plus technical knowledge.
In sports, different players have different specialties - a pitcher is not expected to be an excellent outfielder or catcher, but he does need to know how it's done. IT needs to cultivate different soft skills in the entire group to raise basic awareness, then further cultivate those who have a knack for this skill or that. Kind of a whole that is greater than the sum of its parts sort of thing.
Though I think that one major obstacle to finding these people is the hiring process itself. Read just about any technical role and it's a wonder anyone gets hired. The list of qualifications is over the top, with a wide range of skills listed as *required*. If one has some of the skills *and* good soft skills bothers to apply, they will almost certainly be culled from the list by the HR bots and drones and the hiring manager will end up with a stack of resumes containing uber geeks with no soft skills, well qualified people well above the salary range and a bunch of too-good-to-be-true applicants. They will end up being stuck hiring someone who doesn't 'play well with others' or someone who can't really get the job done, since there is no way in he$# HR will allow a hire above the salary cap. Talk about a dysfunctional process.
I'm sure this is a problem for all departments too, not just IT. Managers need to force HR to give them a better stack of applicants. Stop focusing on certifications so much. If a manager has a 'like-to-have' list of 8 skills but can mold an employee with 5 that also has soft skills, then create a job listing that can actually find these people and does not filter them out.
There is so much talent out there. I'm expecting this comment section will end up having a bunch of people saying they can do this but can't get an interview, as well as a bunch of managers saying they can't find anyone. HR is the weak link in this chain.
Though I think that one major obstacle to finding these people is the hiring process itself. Read just about any technical role and it's a wonder anyone gets hired. The list of qualifications is over the top, with a wide range of skills listed as *required*. If one has some of the skills *and* good soft skills bothers to apply, they will almost certainly be culled from the list by the HR bots and drones and the hiring manager will end up with a stack of resumes containing uber geeks with no soft skills, well qualified people well above the salary range and a bunch of too-good-to-be-true applicants. They will end up being stuck hiring someone who doesn't 'play well with others' or someone who can't really get the job done, since there is no way in he$# HR will allow a hire above the salary cap. Talk about a dysfunctional process.
I'm sure this is a problem for all departments too, not just IT. Managers need to force HR to give them a better stack of applicants. Stop focusing on certifications so much. If a manager has a 'like-to-have' list of 8 skills but can mold an employee with 5 that also has soft skills, then create a job listing that can actually find these people and does not filter them out.
There is so much talent out there. I'm expecting this comment section will end up having a bunch of people saying they can do this but can't get an interview, as well as a bunch of managers saying they can't find anyone. HR is the weak link in this chain.
The challenge is these skills are subjective and a recruiter cannot "tick the skill box" and will therefore reject people with these skills for others who meet all the technical qualities being sought.
The thing most lacking in my experience is documentation. The ability to write accurately and coherently, to understand spelling and grammar, together with the ability to explain things to those less technical or less experienced is what is most needed among IT people - and also people in general. To single out IT as needing particular skills is good but it should be mentioned that IT is not the only profession which is lacking in some of these skills. The majority of journalists, in my opinion, could do with taking a course in the correct use of English with particular emphasis on grammar and spelling. After that last remark, I had to go back and ensure that I had made no spolling mistooks!
It drives me crazy when I'm in a meeting and people don't know even the simplest things like when to use "I" and when to use "me". And by the way, I'm not being picky but there is a "type-o" in the first sentence of the communication paragraph.
Cream rises to the top and attracts flies.
I don't wonder at all why the "flies in the cream" want their underlings to "need" these soft skills.
I don't wonder at all why the "flies in the cream" want their underlings to "need" these soft skills.
Meeting skills are vital - not just for ITers, but for anyone who has ever needed to participate in a meeting (which is everyone :)). Making sure that the meeting stays on track, and that decisions are made, not just postponed to the next meeting, are what you need to ensure that your meetings are productive, and that ultimately, goals are met. And of course, in every meeting theres some measure of give and take, whether its listening to other peoples opinions, or deferring to a different set of priorities - at the end of the day, it is whats in the best interest for the project, or the company, that really matters, and of course, making sure that the meeting decisions are followed up and acted upon.
Using a tool like MeetingKing makes it far easier to manage the meetings flow - from agenda to participants to tasks and decisions, so that when you DO decide how to move the project forward, you also know exactly what has been decided and whos taking ownership of those tasks.
Using a tool like MeetingKing makes it far easier to manage the meetings flow - from agenda to participants to tasks and decisions, so that when you DO decide how to move the project forward, you also know exactly what has been decided and whos taking ownership of those tasks.
I would agree that the ability to effectively communicate across departmental and company lines is crucial. In fact, although Better Communication Skills is #2, it could be argued that they are necessary for #'s 1, 4, 7, 8, 9 and 10. As for a 6th sense of project status - I can't buy into that concept. Granted there are people who can intuitively see the inter-relationships in a project - and PM's who can't. So, how do you quantify that capability? If such innate abilities exist, without the 'credentials' of a PM they will never be exercised.
I do not disagree with the need for team players and political adroitness. However, in too many organizations "team player" becomes confused with "inter-changeable parts" and the idea of "taking one for the team" becomes expected (worn THAT t-shirt!). As for political smarts - those who play in that arena often get caught up in "the Great Game" and devote most of their work day to furthering their causes.
I do not disagree with the need for team players and political adroitness. However, in too many organizations "team player" becomes confused with "inter-changeable parts" and the idea of "taking one for the team" becomes expected (worn THAT t-shirt!). As for political smarts - those who play in that arena often get caught up in "the Great Game" and devote most of their work day to furthering their causes.
...and anything that can be quantifiable, where anything that can't be graphed is completely ignored. Plus the false belief that a good communicator makes everyone feel good about themselves, though the ability to communicate the situation clearly and accurately is optional.
I don't remember the number, but the one about seeing problems and bringing them into the light so they can be addressed is really important too. In my mind that's the devil's advocate. They've been a rare breed for a long time, hunted down and eliminated because they're the messenger. As in, don't kill the messenger, but they do anyway. I've seen that happen a few times, saw an office of people lose their jobs because of it when a great product turned into vaporware because no one wanted to hear the difficult truth and they canned the one true expert for not being a team player.
I digressed a bit, but it does illustrate the importance of that particular soft skill. Unfortunately, much of it doesn't matter if the majority continues to focus on playing nice and making sure everyone always wins (or the boss always wins) and instead learns to deal with difficult situations that may inconvenience some in the short term but will be beneficial in the long run.
I don't remember the number, but the one about seeing problems and bringing them into the light so they can be addressed is really important too. In my mind that's the devil's advocate. They've been a rare breed for a long time, hunted down and eliminated because they're the messenger. As in, don't kill the messenger, but they do anyway. I've seen that happen a few times, saw an office of people lose their jobs because of it when a great product turned into vaporware because no one wanted to hear the difficult truth and they canned the one true expert for not being a team player.
I digressed a bit, but it does illustrate the importance of that particular soft skill. Unfortunately, much of it doesn't matter if the majority continues to focus on playing nice and making sure everyone always wins (or the boss always wins) and instead learns to deal with difficult situations that may inconvenience some in the short term but will be beneficial in the long run.
Good list and I agree. Having the soft skills helps IT maintain a better image as well. I always find myself looking for that proper balance of soft skills and technical skills.
This article has prompted many excellently written observations. Highly valued project managers and business analysts have a thirst for understanding the challenges of IT world as well as the challenges of the line(s) of business with which they work.
They must always exhibit respect for the people in both areas, however wacky the statements may seem to be. The better the listening skills, the more likely one is to get to the root cause (business issue OR IT issue).
These skills may be difficult to quantify, but they are usually exhibited in the person's precision in communication. The more precisely PMs and BAs express the business problem(s) to be solved, the stronger the IT solution.
They must always exhibit respect for the people in both areas, however wacky the statements may seem to be. The better the listening skills, the more likely one is to get to the root cause (business issue OR IT issue).
These skills may be difficult to quantify, but they are usually exhibited in the person's precision in communication. The more precisely PMs and BAs express the business problem(s) to be solved, the stronger the IT solution.
It is certainly ironic that the first sentence makes no sense, has an unneccessary long hyphen, and that the second sentence is missing the word "were". Really "speak in clearly"?
"The ability to read, write, and speak in clearly and effectively will never go out of style especially in IT. IT project annals are filled with failed projects that were good ideas but poorly communicated."
"The ability to read, write, and speak in clearly and effectively will never go out of style especially in IT. IT project annals are filled with failed projects that were good ideas but poorly communicated."
The author's use of the dash is appropriate and denotes a shift in tone.
I can't find the other errors you listed. Maybe both were edited after your remarks were posted.
Also, in your first sentence, I believe you meant to use the word: "unnecessarily" rather than "unneccessary". Unfortunately, we can't edit our comments.
I can't find the other errors you listed. Maybe both were edited after your remarks were posted.
Also, in your first sentence, I believe you meant to use the word: "unnecessarily" rather than "unneccessary". Unfortunately, we can't edit our comments.
It sounds like some in this thread are saying soft skills aren't important. I always thought they were part of doing my job correctly, in addition to extremely high technical skills. I also expect anyone I hire to have these other qualities. (as well as extremely high technical skills) I also believe that non-technical employees that have good soft skills and use technology as part of their job (like a call center or data entry) need to stay up to speed with new technology. If they say "I'm computer illiterate" they don't belong. They need to be re-trained if they are required to use a computer as part of their job. Their "good soft skills" will enable them to see the importance of the new training.
My boss is admittedly technically incompetent, (he's really not) but he's not I.T. That's my job and my department's job. After looking at this list, I feel that my company is on the top end of the game. I believe that soft skills should be a huge part of any highly valued I.T. employee. A person with these skills would also be compensated more because of it. Follow this link for an article at Techrepublic regarding this: http://www.techrepublic.com/article/when-should-you-stop-valued-employees-from-walking-out-the-door/5025750?tag=content;siu-container
The overseas outsource companies have the ability to do technical jobs, but how much better is it to employ a highly motivated local person that cares enough about his/her position (or your company) to possess these skills and be an ambassador for you?
Those that believe that soft qualities have little value would benefit by seeing it in action. I think it's just good ol' fashioned work ethic.
My boss is admittedly technically incompetent, (he's really not) but he's not I.T. That's my job and my department's job. After looking at this list, I feel that my company is on the top end of the game. I believe that soft skills should be a huge part of any highly valued I.T. employee. A person with these skills would also be compensated more because of it. Follow this link for an article at Techrepublic regarding this: http://www.techrepublic.com/article/when-should-you-stop-valued-employees-from-walking-out-the-door/5025750?tag=content;siu-container
The overseas outsource companies have the ability to do technical jobs, but how much better is it to employ a highly motivated local person that cares enough about his/her position (or your company) to possess these skills and be an ambassador for you?
Those that believe that soft qualities have little value would benefit by seeing it in action. I think it's just good ol' fashioned work ethic.
In about 99% of my professional experience, the cry for "my lack of of soft skills" comes from opposing pretentions to solve technical problems with political solutions (and vice-versa).
I DON'T expect upper management, marketing/sales organisms and NON-IT personnel in general to understand A PRIORI technical problems. That's why there is people specialized in IT. I have no problem explaining technical issues (however complex they may be) to them as many times as needed for them to understand the issue. What gets me complaints about "lack of soft skills" is when they pretend to have a project that needs X amount of resources and Y units of time done with X/10 resources and Y/10 units of time with full functionality (AND NO ERRORS). And judging from what I have seen, it's a pretty common problem.
I DON'T expect upper management, marketing/sales organisms and NON-IT personnel in general to understand A PRIORI technical problems. That's why there is people specialized in IT. I have no problem explaining technical issues (however complex they may be) to them as many times as needed for them to understand the issue. What gets me complaints about "lack of soft skills" is when they pretend to have a project that needs X amount of resources and Y units of time done with X/10 resources and Y/10 units of time with full functionality (AND NO ERRORS). And judging from what I have seen, it's a pretty common problem.
answer so it means you don't have soft skills. Another example of killing the messenger because of the message.
is the attitude of some that possessing these skills automatically means you don't any technical ones, or that strengthening them weakens technical skills. The two skill sets aren't mutually exclusive.
I stink at most of these besides communications and teamwork. I've never had to manage a project, probably because the others soft skills I lack render me unsuitable for consideration. Many of them are skills I could probably acquire but find unpleasant or distasteful - vendor negotiations, political manipulation, personal networking. Maybe I would have a better attitude toward them if I knew better how to perform them, but my dislike of them may also be why I'm in a technical field in the first place.
I stink at most of these besides communications and teamwork. I've never had to manage a project, probably because the others soft skills I lack render me unsuitable for consideration. Many of them are skills I could probably acquire but find unpleasant or distasteful - vendor negotiations, political manipulation, personal networking. Maybe I would have a better attitude toward them if I knew better how to perform them, but my dislike of them may also be why I'm in a technical field in the first place.
As is the importance of proofreading...
The ability to read, write, and speak in clearly and effectively will never go out of style
Gotta love an article about business communications that has a glaring error
The ability to read, write, and speak in clearly and effectively will never go out of style
Gotta love an article about business communications that has a glaring error
Each manager is different and you must tailor your approach.
Some managers expect your approach to be on your knees, head bowed down, in deference to the superior wonderfulness that infuses their (lack of) personality, management ability,and technical "chops".
Regardless of how well you get on with your peers, clients, etc. your boss will make, or break, your career at that company, so you best learn quickly if the boss must be the only light in the room.
Some managers expect your approach to be on your knees, head bowed down, in deference to the superior wonderfulness that infuses their (lack of) personality, management ability,and technical "chops".
Regardless of how well you get on with your peers, clients, etc. your boss will make, or break, your career at that company, so you best learn quickly if the boss must be the only light in the room.
Some of these are interpersonal skills all professionals should have, but today's current management types only want clones of themselves, but better, with the ability to solve their technology problems AND do their work, while being paid a lot less. Oh and yeah, if it doesn't work out, there's always outsourcing to India and now China.
Management is necessary and managers used to be competent professionals, but we've descended into a crop of 11 year olds of the type responsible for the 2008 worldwide financial meltdown (with the excuse -- and you can see this in "Inside Job": Nobody stopped us!).
Children playing at being professional, making the lives of professional technologists unpleasant and nearly impossible.
It's time for a massive change, and if management doesn't fix the problems in itself (aptly described in "Moral Mazes" and "The Management Trap"), they will find themselves out of business in a slow slide of entropy.
Management is necessary and managers used to be competent professionals, but we've descended into a crop of 11 year olds of the type responsible for the 2008 worldwide financial meltdown (with the excuse -- and you can see this in "Inside Job": Nobody stopped us!).
Children playing at being professional, making the lives of professional technologists unpleasant and nearly impossible.
It's time for a massive change, and if management doesn't fix the problems in itself (aptly described in "Moral Mazes" and "The Management Trap"), they will find themselves out of business in a slow slide of entropy.
Here is a shocker: People are usually just as intelligient as Americans all over the world. California and Washington state, I'm not an expert just know what I saw when it happened, raised the cost of doing business right along with the rate of new return that the PC and Internet revelotion allowed. During Y2k, there was a shortage of IT people to cover all work that needed to get done. To fill the gap/help fill the gap overseas help was brought in. Guess what? They proved they could do the work on something close to what Americans could. Now great talent and bad talent come from everywhere so some Americans stood out good and bad with the same for the overseas. I saw repeatedly where company project managers really did not know the good from the bad. So you have the clues less who at least figured out that they could save money by recommending to save workmens comp, consultant rates, FICA, FUTA, unemployment insurance, medical, retirment, state and local by outsourceing. Let me think, $60/hr or $6/hr, 120K/yr or 12K/yr...Hmmmmm, and I don't know if there is any difference, which in the long run there is not. Everyone stumbles at first but the good keep going. Which are you going to pick? And if you pick 120k, how do you compete?
HR & middle mgmt always want a "TEAM Player", but just ask them how their TEAMs are organized and how they operate and just watch the blank stare that they give you. The "TEAM Player" term is usually just something added to a position profile so that the Company can appear to be trendy.
"Team player" can be defined as "one who does not rock the boat".
Someone who is flexible in his ethics and morals to compromise themselves in whatever way others want and always tell people what they want to hear even though it is not just drivel, it's downright dangerous.
Of course there are other terms, but we shan't use them here to keep the language civil.
Of course there are other terms, but we shan't use them here to keep the language civil.
From reading this thread, it seems as though everyone basically agrees, soft skills are important. Even if the technical professional or manager is not proficient in every skill, they are still capable of learning and practicing to improve their soft skills. Organizations should encourage and help their technical talent develop these skills in order to become better-rounded technicians and business professionals.
A person wtih all those skills is probably demonstratively superior to most other management. I have a degree and experience in accounting as well as business management but focus on application development now. I work for myself and run my own company. Any one with all those skills should really consider doing the same: You don't need less able people holding you back. 24 hour on call, hostile attitudes and pressure from people who haven't a clue, makes for a low quality of life. Figure it out, take a chance and go for it..
Technical people with these soft skills are really only necessary in environments with bad management and environments where the project managers are spoofing.
but these used to be skills a good techie was supposed to have. Back in the day - before all the specific degrees, nice titles and certifications we all came from highly diverse backgrounds. We were mastering technical skills along the way but it was all counted for naught if we couldn't figure out how to work in a group, be politically correct, negotiate and mentor junior members of the team. What you are talking about is a renaissance movement. You want to return to the day when you looked for and employed a person technically fit enough to do a good job but someone that still spoke english and could remain sensitive to a deadline and budget. Of course, those things can't be outsourced. I agree with the good answers before me, you can't separate the two or you end up with some useless half wit mutant.
but these used to be skills a good techie was supposed to have. Back in the day - before all the specific degrees, nice titles and certifications we all came from highly diverse backgrounds. We were mastering technical skills along the way but it was all counted for naught if we couldn't figure out how to work in a group, be politically correct, negotiate and mentor junior members of the team. What you are talking about is a renaissance movement. You want to return to the day when you looked for and employed a person technically fit enough to do a good job but someone that still spoke English and could remain sensitive to a deadline and budget. Of course, those things can't be outsourced. I agree with the good answers before me, you can't separate the two or you end up with some useless half wit mutant.
The reason why the scope for IT professionals keep growing is simply because businesses don't want incompetent business guys who don't know anything about IT. Lots of companies lose tons of money on some guy who claims he knows things about IT and has business background, but then realize they made a poor decision, so they try not to make the same mistake. So the next hiree will suffer a long interviewing process, will get paid a lot less, and doing a lot more by proving that he's capable. Now it's come to the point where IT managers are going to be hiring people who are better IT managers than they are for a sub-standard position.
Now articles like these are telling me businesses wants more than us worrying about performance issues, setting validations, having a superior wealth of knowledge, understanding different problem spaces, etc etc etc. They are basically telling us that we need to do their job so they can go higher up the ladder and make them look good.
Just keep doing what you're doing and when luck hits you, you'll get your job. If not, then whatever.
Now articles like these are telling me businesses wants more than us worrying about performance issues, setting validations, having a superior wealth of knowledge, understanding different problem spaces, etc etc etc. They are basically telling us that we need to do their job so they can go higher up the ladder and make them look good.
Just keep doing what you're doing and when luck hits you, you'll get your job. If not, then whatever.
These are skills EVERY professional should develop by varying degree based on their specific career.
The fact is that nobody is good at everything. IT pros have their strengths and weaknesses just like everyone else in the organization, but given the disruption thats going on inside so many IT departments today, it may take a bit more effort to build up those people-oriented skills.
http://www.real-user-monitoring.com/its-not-just-about-tech-knowledge-for-it-pros/
The fact is that nobody is good at everything. IT pros have their strengths and weaknesses just like everyone else in the organization, but given the disruption thats going on inside so many IT departments today, it may take a bit more effort to build up those people-oriented skills.
http://www.real-user-monitoring.com/its-not-just-about-tech-knowledge-for-it-pros/
Consider the downsides:
1. Consensus is not necessarily the best answer. Committees can turn a great thing into a good or adequate thing.
6. Political smarts sounds like a solution to a symptom, not the core problem. This skill is used to balance personal interests not business interests.
10. The key to technical people within a contract negotiation is the ability to clarify technical points into clear language - the talent lies in knowing what not to say and preventing scope creep when the sales people start adding features.
Positives -
2 & 4. Communication is the ability to (a) talk to a specific audience in its language (I spent over 20 years translating between Medical, Programming, Bureaucrat and Accounting in an environment where everyone thought they spoke English) and (b) transfer concepts and information in a clear, unambiguous manner without allowing assumptions to twist the message. ("Hope and Change" is in an example of a message fraught with assumptions)
4 &8. As you go through life you will notice awkward systems that were designed by people you never had been exposed to real people over the counter or who never noticed how many variations there are in normal behavior. They never realize that systems have to accommodate the C-K Interface as much as possible. If there are two common ways of doing something, the design has to accept the third one as well.
College courses that are essential:
1st year accounting (learn the concepts and terms)
Business Communications/Public Speaking (acquire skills, don't be afraid)
1. Consensus is not necessarily the best answer. Committees can turn a great thing into a good or adequate thing.
6. Political smarts sounds like a solution to a symptom, not the core problem. This skill is used to balance personal interests not business interests.
10. The key to technical people within a contract negotiation is the ability to clarify technical points into clear language - the talent lies in knowing what not to say and preventing scope creep when the sales people start adding features.
Positives -
2 & 4. Communication is the ability to (a) talk to a specific audience in its language (I spent over 20 years translating between Medical, Programming, Bureaucrat and Accounting in an environment where everyone thought they spoke English) and (b) transfer concepts and information in a clear, unambiguous manner without allowing assumptions to twist the message. ("Hope and Change" is in an example of a message fraught with assumptions)
4 &8. As you go through life you will notice awkward systems that were designed by people you never had been exposed to real people over the counter or who never noticed how many variations there are in normal behavior. They never realize that systems have to accommodate the C-K Interface as much as possible. If there are two common ways of doing something, the design has to accept the third one as well.
College courses that are essential:
1st year accounting (learn the concepts and terms)
Business Communications/Public Speaking (acquire skills, don't be afraid)
1: Deal making and meeting skills
"Deal making," means accepting, "1+1=2.5" "Meeting skills," mean not telling the person who, "feels," 1+1 should = 3 that they're an idiot.
2: Great communication skills
"Great communication skills," are useless when confronting the manager who needs 1+1 to = 3 in order for his or her metrics to look good at the Friday meeting.
3: A sixth sense about projects
The sixth sense is never named, because it is missing in 99% of all projects and their managers: COMMON SENSE.
4: Ergonomic sensitivity
This is MBA-speak for the ancient programmer practice of eating one's own dog food. Nothing new here, but it just exposes the utter ignorance of today's IT crowd (not the show, "The IT Crowd," which is brilliant by comparison)
5: Great team player
What if the team is comprised of idiots? Is one supposed to be a great idiot?
6: Political smarts
Project cooperation? Okay - if you have to have political smarts to obtain project cooperation, you're working in a company that is in a death spiral. Plainly, they have no interest in self-preservation, but preservation of their silos. RIM comes to mind.
7: Teaching, mentoring, and knowledge sharing
Translation: All that time you spent after work, on your own, in the middle of the night, weekends, training yourself, trying to make yourself better for no pay or recognition but just to learn... yeah, that time... well, turn around and give it to the suck-a$$ who spends more time wiping his or her nose after pulling it out of the boss's posterior. (don't worry, they spent all that time convincing your boss that you're, "difficult")
8: Resolving gray issues
A gray issue is also known as: scope creep, lack of management backbone, lack of any kind of definition, lack of any analysis. Most projects are, "gray issues."
9: Vendor management
Do we get any of the pay of those... oh, what are they called again... "Purchasing Managers?"
10: Contract negotiation
Do we get any of the pay of those... oh, what are they called again... "Lawyers?"
"Deal making," means accepting, "1+1=2.5" "Meeting skills," mean not telling the person who, "feels," 1+1 should = 3 that they're an idiot.
2: Great communication skills
"Great communication skills," are useless when confronting the manager who needs 1+1 to = 3 in order for his or her metrics to look good at the Friday meeting.
3: A sixth sense about projects
The sixth sense is never named, because it is missing in 99% of all projects and their managers: COMMON SENSE.
4: Ergonomic sensitivity
This is MBA-speak for the ancient programmer practice of eating one's own dog food. Nothing new here, but it just exposes the utter ignorance of today's IT crowd (not the show, "The IT Crowd," which is brilliant by comparison)
5: Great team player
What if the team is comprised of idiots? Is one supposed to be a great idiot?
6: Political smarts
Project cooperation? Okay - if you have to have political smarts to obtain project cooperation, you're working in a company that is in a death spiral. Plainly, they have no interest in self-preservation, but preservation of their silos. RIM comes to mind.
7: Teaching, mentoring, and knowledge sharing
Translation: All that time you spent after work, on your own, in the middle of the night, weekends, training yourself, trying to make yourself better for no pay or recognition but just to learn... yeah, that time... well, turn around and give it to the suck-a$$ who spends more time wiping his or her nose after pulling it out of the boss's posterior. (don't worry, they spent all that time convincing your boss that you're, "difficult")
8: Resolving gray issues
A gray issue is also known as: scope creep, lack of management backbone, lack of any kind of definition, lack of any analysis. Most projects are, "gray issues."
9: Vendor management
Do we get any of the pay of those... oh, what are they called again... "Purchasing Managers?"
10: Contract negotiation
Do we get any of the pay of those... oh, what are they called again... "Lawyers?"
You are correct, just not forceful enough: Need to work on your manipulation and coercive skills.
Most don't have them because they stuck their face in a computer screen for how many years due to low self esteem and a fear of socialization. Find me a good tech with great soft skills and I'll hire him on the spot. "Spoofers" ?? That's exactly the know it all, cocky, nerdy, socially disconnected attitude that demanded an article like this to be written in the first place. Most IT guys need about 5 years of "people" training. I lead a Help Desk of 12 and I look for people that are into other things besides software, hardware, networking and computers as a hobby. 3 play guitar, 1 guy is a bodybuilder and another paints. And they are all either married or have girlfriends. "Spoofers"...that's funny !
A) Then you DO know what level 1 support is, therefore you also MUST know that THERE is where the "people skills" must be. Because they're the "face" of the IT Dept.
B) It IS well known that Helpdesk is one of the most thankless jobs in IT, and that usually it requires much more "soft skills" than the usual in the business.
C) Somebody with LEVEL 3 Support capability or higher ( and with these "soft" skills) is not going to work in a helpdesk. he/she can find a way more lucrative job elsewhere. So I'm afraid you have non-sequitur.
B) It IS well known that Helpdesk is one of the most thankless jobs in IT, and that usually it requires much more "soft skills" than the usual in the business.
C) Somebody with LEVEL 3 Support capability or higher ( and with these "soft" skills) is not going to work in a helpdesk. he/she can find a way more lucrative job elsewhere. So I'm afraid you have non-sequitur.
The choice is back on each individual or personal. I just remember my former IT Director ever mentioned that "you may able to managed 100 computers or network, but, I don't believe you able to manage even one sub-ordinate". What my former IT Director said it's true, and I think all those soft skills in this article is very relevant with his message.
I kept the customers happy and kept their lives as happy and joyful as possible within a completely dysfunctional environment.
This did not set well with management who did not care about the customer.
I am reminded of the IBM Mainframe Field Engineer who put in some extra time and effort to help the customer. The customer was very happy with IBM as a result. IBM called the Field Engineer on the carpet because they expected to sell the services and weren't happy losing money.
Since what the customers wanted was optional, they wouldn't have paid for it anyway: IBM trying to sell something the customer wouldn't buy and criticizing the FE for doing it is a lose-lose proposition.
In the end, I was forced into retirement in which things are going very well.
Back at the ranch, the systems I maintained are degrading badly and the experienced people are leaving as quickly as they can. This might not make much difference, except it's all about running Payroll / Personnel and Budget / Finance. It's a race: Will the system fail completely before they even finalize the new vendor package selection (after 2 years of the selection process)? Will the sheriff's deputies go unpaid? Will the county be unable to process all the financial transactions.
It's quite a gamble: High management concept against the realities of technology: Politics being used to solve technological problems and technological solutions being employed for political gain.
Anyone want to make any bets?
This did not set well with management who did not care about the customer.
I am reminded of the IBM Mainframe Field Engineer who put in some extra time and effort to help the customer. The customer was very happy with IBM as a result. IBM called the Field Engineer on the carpet because they expected to sell the services and weren't happy losing money.
Since what the customers wanted was optional, they wouldn't have paid for it anyway: IBM trying to sell something the customer wouldn't buy and criticizing the FE for doing it is a lose-lose proposition.
In the end, I was forced into retirement in which things are going very well.
Back at the ranch, the systems I maintained are degrading badly and the experienced people are leaving as quickly as they can. This might not make much difference, except it's all about running Payroll / Personnel and Budget / Finance. It's a race: Will the system fail completely before they even finalize the new vendor package selection (after 2 years of the selection process)? Will the sheriff's deputies go unpaid? Will the county be unable to process all the financial transactions.
It's quite a gamble: High management concept against the realities of technology: Politics being used to solve technological problems and technological solutions being employed for political gain.
Anyone want to make any bets?
This IS a big deal to me. Keep the conversation flowing.
I would encourage all the "yeah-but'ers" to take a look at their current station within their career. You can and will hit the ceiling no matter how good your tech skills are if you ONLY have tech skills.
Those ceilings are knowingly self-imposed. I LIKE turning screws, and have no desire to be a supervisor or manager.
I relish being a Premier Technologist.
I just don't like being screwed.
Here's the deal with bad management -- the same sort as former Police Chief David Brame (who fired a guy one month from retirement and screwed up his potential of getting his pension) -- they do it because they can.
As long as management has that ethic (along with the end justifies the means and don't get caught), the technologists will continue to suffer.
And the technologists will both have to do the job of management and also work around management to fix the problems management is causing through their sheer incompetence in the dysfunctional environment the managers have created in their narcissism as sociopaths.
Management is all about distorted perception these days (and it is not reality] -- the very same attribute of mental disorders and politics (sort of the same thing, if you ask me).
I just don't like being screwed.
Here's the deal with bad management -- the same sort as former Police Chief David Brame (who fired a guy one month from retirement and screwed up his potential of getting his pension) -- they do it because they can.
As long as management has that ethic (along with the end justifies the means and don't get caught), the technologists will continue to suffer.
And the technologists will both have to do the job of management and also work around management to fix the problems management is causing through their sheer incompetence in the dysfunctional environment the managers have created in their narcissism as sociopaths.
Management is all about distorted perception these days (and it is not reality] -- the very same attribute of mental disorders and politics (sort of the same thing, if you ask me).
One person gifted the combination of global soft and technical skills, bringing the solutions in speed of the light and able to be 24/7/365 on-line to help technically weaker people. It's not you? So what are you doing in IT? It's a sad but true story of today real IT. Question is why non-ITs aren't expected the same?
If management were doing its job, the technologists could focus on doing the work they were hired to do, instead of doing their own jobs and that of management as well.
If technologists are to have all the attributes in the 10 points, then what is the point of management, do pray tell?
If technologists are to have all the attributes in the 10 points, then what is the point of management, do pray tell?
There does seem to be a bit of a dichotomy between IT and non-IT when it comes to technical skills requirements, and I'm not sure where it stems from. My guess is HR, since they don't understand IT but know that IT people are supposed to know X or Y or Z (or all of them) and suspect since that's about all they know they use it as their only yardstick. And so many businesses change their direction so often that they end up scrambling to find people with the right skills right away and they have abandoned developing in-house talent. I thought that was cheaper than hiring new employees?
I recently read a story about a guy who has the highest rated store in an entire franchise. One of the primary attributes he looked for when hiring employees was fit or temperament, combined with aptitude. He did not hire a person just because they could hit the ground running. He said skills can be taught but the traits of wanting to learn, wanting to figure things out and helping the customer were the keys to his success. His employees stay for years and he has many happy customers. Considering it is a transmission repair business where there is a lower amount of repeat business, it is a testament that taking the long view approach and developing your talent *does* improve the bottom line even when it's not obvious as to how it will help the business.
Compare that to how most businesses operate and it becomes pretty evident how we all have gotten to this place. This topic is just one of many consequences of taking shortcuts to make some quarterly goal.
I recently read a story about a guy who has the highest rated store in an entire franchise. One of the primary attributes he looked for when hiring employees was fit or temperament, combined with aptitude. He did not hire a person just because they could hit the ground running. He said skills can be taught but the traits of wanting to learn, wanting to figure things out and helping the customer were the keys to his success. His employees stay for years and he has many happy customers. Considering it is a transmission repair business where there is a lower amount of repeat business, it is a testament that taking the long view approach and developing your talent *does* improve the bottom line even when it's not obvious as to how it will help the business.
Compare that to how most businesses operate and it becomes pretty evident how we all have gotten to this place. This topic is just one of many consequences of taking shortcuts to make some quarterly goal.
Great article and certainly warrants the conclusion in the subject of my email...
Round of applause all around for all!!!
Round of applause all around for all!!!
The goal is to be aware of these (great list) soft skills and stay committed to learn and improve.
All the things you write, Mary, may be true; but, as one of those developers who has moved into Business Analyst and Project Management roles, I would just like to say that an excellent developer is worth his weight in gold on a project. Fine by me if he/she gets paid more; he deserves it - sitting in that cubicle all day fighting poorly designed development tools. Let there be some of all kinds in IT, because we each have different apptitudes, and each is required for a successful project.
Over a decade ago, Weyerhaeuser set up a dual track program between managers and technologists, recognizing the fact that they were truly separate tracks, requiring totally different skills. This meant that a technologist didn't need to go into management in order to continue growing salary. It was a sound and reasonable solution to keeping the best of all worlds.
And where is this initiative today?
A main business was sold off, the IBM Mainframe went away, project management was all but abandoned, services were outsourced and the dual track system was scrapped.
One of the Directors (who was behind the IBM Mainframe) claims the Mainframe is coming back. I think he's delusional.
And the CEO is running for political office.
See? It's a perfect world, with everything in equilibrium.
And where is this initiative today?
A main business was sold off, the IBM Mainframe went away, project management was all but abandoned, services were outsourced and the dual track system was scrapped.
One of the Directors (who was behind the IBM Mainframe) claims the Mainframe is coming back. I think he's delusional.
And the CEO is running for political office.
See? It's a perfect world, with everything in equilibrium.
Technically biased people can do these to varying degree; however it can piss us off when you expect us introverts to have, let alone want extrovert 'skills'. I have a smattering of these social skills for social interfacing and self-defence, but find using most of them an annoying and perceptively time dragging distraction from the use of my much more interesting Technical Skills.
Meetings can easily bore me and send me to sleep, partly due to Political posturing, delegation, waffle and tangents; have a manageable agenda, get to the point, and keep it brief!
1. Techs should try to ensure that Sales and Managers don't set stupid requirements, timescales or deadlines.
2. Techs should must be able to see and review specs., and say what can and can't be done. Note: writing specs. can be much harder/slower for Techs and they should only be expected to act as support for discussions with customers; anything more is a bonus.
3. Management, so little to do with Techs.
4. Getting just a Business Analyst to do this is nonsense for modern UIs, that is if you can even afford a decent Business Analyst! You need a UI/Graphics Designer with social skills and a prototyping tool.
5. This can be hard work, and quite distracting and time consuming. Promotion to what, I've seen zip? Promotion seems mainly aimed at management and sales, where many are promoted to the level of their eventual incompetence! Techs are often poorly supported, or not at all, in this regard!
6. Not politics, good enough social skills and cooperation; where feasible.
7. Career Politics, given the emergence of Outsourcing, although some snippets of information can be safely exchanged.
8. Career Politics, given some people messed up, possibly due to management or sales incompetence; that is why it is a Grey area. Just assign someone competent and with enough authority to fix the problem, and publish the cause, effect and solution without assigning blame, unless caused by gross incompetence.
9. Outsourcing is firmly in management territory; let them manage the uneconomic mess they caused, so they realise it should be insourced.
10. Management and Legal territory; it is only up to IT to specify restrictions/requirements.
Meetings can easily bore me and send me to sleep, partly due to Political posturing, delegation, waffle and tangents; have a manageable agenda, get to the point, and keep it brief!
1. Techs should try to ensure that Sales and Managers don't set stupid requirements, timescales or deadlines.
2. Techs should must be able to see and review specs., and say what can and can't be done. Note: writing specs. can be much harder/slower for Techs and they should only be expected to act as support for discussions with customers; anything more is a bonus.
3. Management, so little to do with Techs.
4. Getting just a Business Analyst to do this is nonsense for modern UIs, that is if you can even afford a decent Business Analyst! You need a UI/Graphics Designer with social skills and a prototyping tool.
5. This can be hard work, and quite distracting and time consuming. Promotion to what, I've seen zip? Promotion seems mainly aimed at management and sales, where many are promoted to the level of their eventual incompetence! Techs are often poorly supported, or not at all, in this regard!
6. Not politics, good enough social skills and cooperation; where feasible.
7. Career Politics, given the emergence of Outsourcing, although some snippets of information can be safely exchanged.
8. Career Politics, given some people messed up, possibly due to management or sales incompetence; that is why it is a Grey area. Just assign someone competent and with enough authority to fix the problem, and publish the cause, effect and solution without assigning blame, unless caused by gross incompetence.
9. Outsourcing is firmly in management territory; let them manage the uneconomic mess they caused, so they realise it should be insourced.
10. Management and Legal territory; it is only up to IT to specify restrictions/requirements.
That Executive Ability (arguably the real root of this discussion -- for we describe a list of what Executives should have and try to apply it to IT Technologists) is the direct product of being able to lie convicingly and effectively to manipulate others.
Dr. Kang Lee's study showed that children have to have developed Executive Ability by age 5 or they are seriously handicapped from having a future career and Managers, Directors, Vice Presidents, CEOS and Presidents.
It's silly to natter on about what Executive Skills a technologist should have, when the only thing that matters is successful lying.
And not to put to fine a point on it, the skills of Executives differ considerably from Technologists.
Would I lie?
Dr. Kang Lee's study showed that children have to have developed Executive Ability by age 5 or they are seriously handicapped from having a future career and Managers, Directors, Vice Presidents, CEOS and Presidents.
It's silly to natter on about what Executive Skills a technologist should have, when the only thing that matters is successful lying.
And not to put to fine a point on it, the skills of Executives differ considerably from Technologists.
Would I lie?
We have to learn how to lie cheat and steal our way to the top like "everyone else."
Take credit for the accomplishments of others and make sure that they get the "credit" for your mistakes.
I'm prayin' for tidal waves.
Take credit for the accomplishments of others and make sure that they get the "credit" for your mistakes.
I'm prayin' for tidal waves.
You can not be an effective Team Player unless your role(s) have been clearly defined and established.
When contributing to a project this is of utmost importance. Collaborative Application Lifecycle Management strategies emphasize this criteria so you, as a player, know what your deliverables are, and when they must be provided to meet timeline project projections.
When contributing to a project this is of utmost importance. Collaborative Application Lifecycle Management strategies emphasize this criteria so you, as a player, know what your deliverables are, and when they must be provided to meet timeline project projections.
Effective teams do not need clearly defined roles. They need clearly defined goals.
The goal gives rise to needs and the team self organises matching members to needs.
If you have to impose a structure on a team externally, either it's not a team, or you were just describing a traditional grouping of employees as a team in order to look modern and progressive twenty years ago. So in the latter case, never wanted a team in the first place, at a wild guess what was required was a manning reduction.
An effective team is self managing (which is why real ones are massively unpopular in corporateville), now if you want to help with that fine, If you want to manage it and you aren't a member, jog on....
The goal gives rise to needs and the team self organises matching members to needs.
If you have to impose a structure on a team externally, either it's not a team, or you were just describing a traditional grouping of employees as a team in order to look modern and progressive twenty years ago. So in the latter case, never wanted a team in the first place, at a wild guess what was required was a manning reduction.
An effective team is self managing (which is why real ones are massively unpopular in corporateville), now if you want to help with that fine, If you want to manage it and you aren't a member, jog on....
I think too many in IT get a bad reputation for trying to explain technical things to people with no technical background. Unfortunately in many cases the ones being explained too are higher up the ladder and outnumber the IT personnel.
Einstein may be an over-the-top example, but try to picture him explaining multiplication to a child as compared to a 3rd grade teacher. Einstein has been working at such an advanced level for so long that the act of trying to simplify a concept in his own mind to use words the child can understand would be like an order of magnitude as opposed to a level or two of simplicity.
Now picture that type of scenario, but with IT. Trying to explain to non-techs in real time is quite a feat, a rare gift even - going from the intricacies of a project (the leaves) and trying to explain how they fuel the forest to someone who has never seen a leaf. Step downs are needed, i.e. intermediaries that understand enough about the technology but are still rooted in the non-tech world and can convert the concepts into layman's terms.
Or consider this person as a translator. Just because the base language is e.g. English in all departments, doesn't mean it's the same language; nor can the constructs be assumed as equivalent. If there is a non-native speaker that is eloquent in their own language but struggles in yours, you hire a translator to bridge the gap. How is it any different in IT? It isn't, though the bean counters may not acquience, else they would need to justify why it's ok to lay off those with the talent to bridge that gap. It also amplifies silo tower management. But then if the business and financial silos have leaders who are insecure, removing the silo bridgers followed by saying others don't communicate well may be preferable.
Oops, did I say that out loud? I really try not to be so cynical...
Now picture that type of scenario, but with IT. Trying to explain to non-techs in real time is quite a feat, a rare gift even - going from the intricacies of a project (the leaves) and trying to explain how they fuel the forest to someone who has never seen a leaf. Step downs are needed, i.e. intermediaries that understand enough about the technology but are still rooted in the non-tech world and can convert the concepts into layman's terms.
Or consider this person as a translator. Just because the base language is e.g. English in all departments, doesn't mean it's the same language; nor can the constructs be assumed as equivalent. If there is a non-native speaker that is eloquent in their own language but struggles in yours, you hire a translator to bridge the gap. How is it any different in IT? It isn't, though the bean counters may not acquience, else they would need to justify why it's ok to lay off those with the talent to bridge that gap. It also amplifies silo tower management. But then if the business and financial silos have leaders who are insecure, removing the silo bridgers followed by saying others don't communicate well may be preferable.
Oops, did I say that out loud? I really try not to be so cynical...
Reminds me of the pilot episode of Deep Space Nine, "The Emissary" when Commander Sisko tries to explain Linear time to a bunch of wormhole aliens who has no concept of time. To those aliens; past, present and future all exist simultaneously.
I've no difficulty translating the arcane technical bits.
More fundamental concepts like if we pay to fix this now it will save us a lot of money later.
Still haven't got that one across.
I sometimes think describing the need as re-engineer the code to enable dependency injection via constructors would get me further with them...
More fundamental concepts like if we pay to fix this now it will save us a lot of money later.
Still haven't got that one across.
I sometimes think describing the need as re-engineer the code to enable dependency injection via constructors would get me further with them...
Where can you learn these skills? They are not normally taught in school or a technical reference guide.
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