Today’s blog is from the mailbag of notables. The context of this email is when I was “leading by walking around” and overhearing a few employes not wanting to go to CAB. Not wanting is putting it nicely. CAB is “Change Approval Board”, which is mostly a call to talk about the changes happening to the production environment.
From: Jonathan Merrill
Sent: From My Desk
Subject: Why You Are Being Asked To Be in CAB
Just overheard “Why do I need to be at CAB. I don’t have changes”. Not the first time this has been said. And it’s not unnoticed those team members who don’t show up. Before you say, “busy”, I know everyone is busy. We are all busy. Nevertheless, here is why I encourage you to be at CAB every time:
1. If you do have a change, you need to explain to CAB what the change is, what it will impact, and allow architects and SMEs to chime in. We’ve had one over-ride since we started CAB, which saved us from an embarrassing situation.
2. You listen in on what’s changing in our environment. Operations teams must have the pulse on what’s going on. If you don’t know, how can you react? Putting things together is a skill, just like listening and comprehending. All three should be applied in CAB.
3. Opportunities to sharpen your saw putting in changes. Once we get some consistent muscle memory on non-standard changes, let’s talk about standard changes. Until then, let’s learn from each other and ensure we understand the why about change management. I’ll need your help to train other teams once they get incorporated into our change system.
If you’re working on a critical ticket, production outage in flight, or anything affecting a client ability to process, then your at least armed with what changed.
If your actively engaged in a production issue, clear it with your manager and let him or another team member represent your change in CAB.
Any other reason… eh, no. Knowledge culture, folks. Root word is “Know”. We need you to know. I need you to know. This is the culture we are building. Please participate. Everyone…
“Jonathan, you need to stop reading books. They are hurting your career. Read the email I just sent you.” – Name Withheld (Obviously)
I would bet in any career field, you run across people who say things that are incredibly damaging in multiple ways. Causes pause for how toxic or caustic people get into leadership positions. Nevertheless, the most outrageous comment I’ve ever been told is to stop reading books.
If you know my leadership style, then you know I perpetuate the knowledge culture, which is heavily based on DevOps’ CAMS (Culture, Automation, Measuring, and Sharing). Working with other teams who don’t embrace that philosophy can and does create friction. Which is where education is applied. Culture is critical, we all agree.
So, if your wondering what the email said, I’ve kept it in my personal journal. Sharing it’s entirety to you editing out business bits:
From: Director, Information Technology Sent: Long Long Time Ago… To: Jonathan Merrill Subject: Communication
I wanted to tell you something I learned a long time ago. What you did yesterday or last week or last year is almost worthless. I too have won [people] awards. They mean nothing. The business world is focused on what have you done for me now. The growth of teams is far more important than most anything else.
One of the main things that I desire is that I would rather make progress than simply prove that I am right. As long as the progress is in the best general direction then it will likely make things better. In time possibly it will convince people (that aren’t under me) that it was a good idea. Maybe it shows how it wasn’t. But I don’t try to emulate anyone.
The people you list (Leonici, Maxwell, Wooten) are mostly wrong in any approach they suggest. Each approach has to be custom tailored for the situation. I find that most of the books people write all say basically the same thing. Many of them are worthless and if they are good I take only a few points from each of them that I have found worked.
For example I remember when everyone said emulate Jack Welch and his leadership style. I started reading about him and it sounded impressive. Then I started learning that it wasn’t uncommon for the company to lay off people all the time just to improve stock price. I found that his words lacked practice. So he said the right things but practiced a form of management that basically resulted in turn over at all levels (forced or not forced). In time I figured out that in my opinion he was just another useless manager who had some good ideas but his ideas likely only worked one time in one situation and me saying I would use them was highly suspect.
So really I hate to say it (good or bad) but I don’t study anyone. I keep a list of things I have learned and try to put who taught it to me. Outside of that I don’t worry about it. Graduate school taught me that for the most part. Good management is 50% how you treat people and how they perceive you and 50% of your ability to define what you want. Combine those and you likely get progress.
Sounds seat of the pants I know but how I work.
Let’s dig into a few of these statements, as parts of his email is peppered with logic, and where it goes off road.
#1. What you did yesterday or last week or last year is almost worthless
Leaders are always judged positively by their achievements. Finding the achievement pattern leads to good hires. Not tracking your achievements nor having a track record of your achievements is a professional miss in self-development. I argue all people, from help desk to VP, IT should actively track achievements. Marry them up with your personal and professional goals. Minimally, present them annually during the evaluation process so the organization understands what your about and the value you bring.
#2. As for selling on approaches or styles I rarely if ever do that. Nor will I start.
Managing a team on democracy and goals is good, but if the culture isn’t set to create the operating context of expectations, then that team is no different than a mob. People want great cultures. People desire to know the boundaries so they can freely do their job. I would argue effective leaders have a style and actively sell/mentor approaches to their people. Ineffective leaders do not try.
#3. The people you list (Leonici, Maxell, Wooten) are mostly wrong in any approach they suggest. Each approach has to be custom tailored for the situation.
How can you argue with the results of those leaders who study and embrace good leadership principles versus those that do not? We take what is learned and apply it to any situation. Most situations require customization as no one things fits. I argue studying principles of success does far better to educate versus only depending on your last leadership experience.
#4. I remember when everyone said emulate Jack Welch and his leadership style… I found that his words lacked practice.
I too have read Jack Welch and found many things that didn’t align with my leadership philosophy or brand. I don’t advertise leading this way, but learning how he led isn’t less important. We should not read any book and apply it to our life prima facie. Books should educate us, challenge our thinking, and give us opportunity to change us, make us better, or just entertain us. I argue practicality alone shouldn’t be a reason to not read books about leadership.
#5. I don’t study anyone. I keep a list of things I have learned and try to put [into practice] who taught it to me. Outside of that I don’t worry about it. Graduate school taught me that for the most part.
I would argue that going to college should just be the beginning of your life long learning journey. Not the end.
#6. Good management is 50% how you treat people and how they perceive you and 50% of your ability to define what you want. Combine those and you likely get progress.
Of everything said here, this statement rings most true. And worthy of underscoring as working with this leader for over a year, I can say he wasn’t intentionally “toxic”. He was a grounded guy, with a family, bills, car, and problems just like us all.
However, looking back on what he got accomplished during his time, he achieved very little. Not many strategic things got done. He touched no one. Influenced little. And was quickly forgotten as he left. Does anyone enter a leadership gig with the desire to leave no legacy? I would argue no.
I ran across this comic today and it reminded me of that leader and his email.
If anyone knows the author of this book, please let me know.
“If there’s a big problem in corporate America, it’s that we say ‘Yes’ too much at times. There’s a whole lot of yes going around. The problem? Only about 1/2 of the “yes” responses are followed up with action that is representative of all of us living up to the commitment we made. That’s why you need to say ‘no’ more.” – HR Capitalist
You haven’t experienced all the fulfillment of service delivery management until your told something that is so foreign, so alien, that your first reaction is bewilderment. With a dash of astonishment. What the heck did this guy just tell me?
What could anyone say that would create such a reaction? When someone says someone represents the culture of no. Traditional help desk, engineering, and information security has thrived in a culture of “no”. To be accused of perpetuating the culture of no. Seriously? Let’s break it down…
“We have all met that wall. And when those walls exist, people find ways around them. The workarounds make their lives easier. They implement what they think is best. Their efforts are not intentionally destructive but can lead to unintentional vulnerabilities and, potentially, harm.” – Article from DZone
Let’s unpack the why…
First, is to acknowledge no one in management wakes up in the morning and says, “I’m going to tell 10 people no today”. Talk about a crazy goal. No is a often considered an emotionally negative word, so delivering it is avoided. Sometimes, at all costs.
Second, is often ‘no’ is grounded in policy and standard. Especially if it’s a politically sensitive subject. In my early career, I’ve been directed, a couple of times, to refresh my memory on a policy as the no was delivered.
Third, Leaders are often asked to get creative to say no without saying no. Wordsmithing ‘no’ is a career maker for many leaders, especially in the public relations functions. I’ve been told this falls into the “interpersonal savvy” characteristic, which is a sought after leadership trait.
So mix all that up in a information security or systems engineering context, and you have an explosive mixture pitting IT against business units and developers alike. It’s not surprising there are movements like DevOps to correct the cultures behavior.
Again, all that said, the why of the problem is commitment delivery and lack of clarity that is so succinctly described by the HR Capitalist’s quote above. It’s far easier to just slide into corporate ambiguity versus a clear response. Yet clear responses are sometimes not appreciated by types of leaders.
So, Who Is To Blame?
Many employees who are described as being a part of the culture of no are often swimming to stay alive in a toxic company culture. DevOps won’t solve that problem, nor any other service management framework. If CAMS represents DevOps’s core values, start with the first letter: C = Culture.
If your organization is mired in the culture of ‘no’, look hard at your company’s culture and how you are affecting it. This article isn’t about saying ‘no’. It’s about having the right culture so ‘no’ is not political, but academic.
“Everyone runs to technology for the answer” – Kristin Cox, Executive Director of the Governor’s Office of Management and Budget
I don’t think she meant that in a good way… Maybe if we used our brain versus technology to solve our problems. Wow! That’s crazy talk!
Nevertheless, I stumbled across her articles and posts in my Linkedin thread. An “Expert at Constraints”, here is the highlights on her video, which I would recommend you go watch: Kristin Cox’s “How to Ask for Money”.
1. What do you do? What services do I produce?
2. How well do you do that? (Quality – Couple of things: Faster, Outcomes better, etc.)
3. What is your operating expense? (What does it cost to make it)
4. What is my ambitious target? (What % quality for I want? Better Outcomes)
– Get clear on what we are really focused on.
Routinely, it’s easy to get into deep water with tickets and projects. Here is an email exchange between one of my team members, JC Foster, and I.
Where does this fall on my priority list?
Office 365 Project
Visual Studio Project
I am spinning plates as hard as I can here.
Thank you for asking. My own list is overwhelming. The organization is hustling. Projects are piling up and plates are falling as only so much can be done to keep those spun. Let me turn you onto a recent EntreLeadership podcast, #263 – Thriving in the Age of Overload. Skip to the Daniel Tardy’s talk about, “The Tyranny of the Urgent”.
Questions Needing Answered When Looking At Your Workload
Does it have to be done? Can we eliminate it?
If I can’t eliminate, can I automate it? ß This is where I feel the most work needs to be done.
If I can’t automate it, can I delegate it? Let someone else do it.
If I can’t delegate it, is it urgent? Is it a fire?
If it is urgent, how do we approach, getting the right people in the room? Most often, someone’s fire is not a fire to the organization.
Our temptation is everything is on the list is a fire. We need to prioritize on impact and urgency based on the most impact to the most people.
If you’ve listened to the pod cast, tasks (or WIP) should be limited 3. So, looking at this list, here is my recommendation where your head should be at:
Tickets – I agree. Although take care against this taking up 100% of your day. Handle Critical and Highs only. Sometimes, that means contacting customers, negotiating and adjusting the criticality.
Visual Studio Project – Most impact. Most urgent. Key to our business.
Office 365 Project – Most impact. Most urgent.
This is an exercise everyone can do. And should be aligned to what is on our team Kanban.
“A leader is one who knows the way, goes the way, and shows the way.” – John C. Maxwell
It’s not very often you run into exceptional leaders who believe in what you believe, who care at the same level you too care, and execute at the same level and often better than you. I’ve been in this business for a long time and meeting Robert Britten was one of the high points of my career.
He took the reigns at Santander Consumer USA from another colleague of mine, Shaun Hendricks. The team he took on was troubled and when he got going, I admit I was skeptical. Robert is unassuming, humble, and eloquent. Something is wrong with this guy… After working with him for a couple of months, boy was I wrong. After six months, I knew I had a partnership that I would come to trust and rely on in both my professional and personal faith life.
Robert is a titan leader and I am proud to announce he has accepted the position of Director, Technical Services at Lanvera. Rob is going to head up a operations team which has responsibilities across multiple disciplines: application support, database support, and production services support. His team is central to service delivery, connecting infrastructure, development, and client services teams.
“What got you here, won’t get you there” – Dr. Marshall Goldsmith
This post isn’t about leadership, coaching, or ways to win. It’s in the context of when you have to make the hard decision and cut a partner or vendor that has been in your service for many years. Why? I’ve done it wrong many a time. It wasn’t good.
Any sales guy worth their salt will tell you it’s all about the relationship and, in my time, that advice is right. I’ve gotten more done on the backs of relationships than not. I’d even bet that I was more successful with the relationship than without. That kind of deep partner. The kind that involve knowing each others’ spouses, kids names, where they go to school, sharing the good times and the bad.
So, what to do when the partnership no longer performs to standard? When should you cut bait and move onward? Here is some of my practical advice having been through those scenarios.
#5. Measure against Expectations. I am one of those guys who preach, “you can’t manage what you can’t measure.” If partners aren’t performing, can you quantify your unhappiness? Are you able to explain the failure against what is contracted? Even if it’s outlined in a statement of work, the key is “outcomes” and ensuring expectations are laid. The more nebulous or gray it’s kept, the harder this will be to enforce.
#4. Give Feedback Often. I sometimes include contractors in my quarterly evaluation. I mandate minimum annual review of yearly contracts against our organizations’ outcomes. This is the administrata. However, what I am referring to is getting on the phone at least quarterly and letting your partners know how they are doing is good business. Even if it’s a difficult conversation. Let them know what the issues are as they happen. Let partners attempt to fix. This goes to the root of a good relationship.
#3. Have a Plan. After multiple conversations and no progress made, it’s time to formulate an exit strategy from your partner. Examine contracts, look at work product, what is your obligations, how did they violate, was it reasonable effort to resolve? Look at replacements, can you transition easily, what is necessary to transition? Cost deltas? Time impacts? Have a plan to move.
#2. Warn Before You Cut. Plan in place, I’d give it one more opportunity to fix. Relationships are hard to build and long to cultivate. Give them the final meeting where it’s on the line: change or we move on. If hands are tied and your partner isn’t responding fairly, then you know what you need to do.
#1. Always Treat With Respect. As much as our instinct is to light a fire and watch it burn, how you leave the relationship speaks volumes about your character an professionalism. Not to mention reflective of your company. Send the letter formally terminating the relationship and stop paying the bill. Then walk away and don’t look back. Move on with respectfulness.
“Learning is a treasure that will follow its owner everywhere.”
— Chinese Proverb
There is so many things IT people need to know these days. Gone are specializations in many organizations. Yep, IT pros must know 20 to 30 different types of technologies to remain relevant and competitive. In fact, as I interview younger candidates, there is evidence the new generation of IT people already have these skills and more.
And that’s just infrastructure. All organizations expect IT people to know core business applications. Specifically, how they relate to the organization and customer, technical work flows, monitoring, and on and on. How does an organization tackle it all while keeping IT pros at least tuned into the periphery?
How I’ve done this historically is this idea of knowledge culture and DevOps’ “Sharing” idea, where team members present material via a TED talk. Below is my deck on peer learning. I hope you find it applicable.
Speaking strictly of Patrick Lencioni’s vision of Death By Meeting, the strategic meeting is the hardest meeting to get off the ground. Although, I argue it’s the most critical. At LANVERA, we’ve succeeded at stand up and tactical. Easy parts. Now, onto strategic…