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Sharing IT Problems with Executives?
dicey asks: "Later this week all of the IT department at my company (50-80 people) is having a dinner with the company President and VP/CIO. One major reason for this is so that they can get a better understanding of what is going on in IT and how it impacts the company overall. Ideally, with the ideas and sharing, these guys will have a better appreciation for us, adjust our budgets appropriately, and help us in our business.
However, many of us are wary to speak about what is going on because it will inevitably reveal problems with the company. We are worried about what we discuss coming back to our directors ultimately to bite us. I am curious what my fellow Slashdot readers have done in similar circumstances, where there is a great chance to let someone high up in your company know of problems so that they can be rectified, but whereby revealing them you may get hurt in the process."
If your company is having problems and you don't feel safe doing your duty and informing the higher ups, you need to start looking for a new job. In the meantime, don't rock the boat.
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Talk about the good things first, then air your complaints as suggestions.
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You may be tempted to get everything (problems) out at dinner, but usually this will harm you in the long run. Be extremely careful on what you say, and what you do.
There is probably no good way of doing this at the company dinner. The size (50-80) makes it even more difficult as probably everybody will know (recognize) everybody else. You do not want to be the whistle blower of any kind. Sort of a catch-22 if you will.
A better way that I've seen happen at my place is an anonymous ballot kind of thing. If the executives are interested, they will read the ballot. If not, well, then you live and learn.
My 0.02$
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You have to be able to bring an error to some ones attention... If no one is willing to pickout and notify of errors you get something like Windows.. So as an IT pro, you must be willing to do that for the sake of the product. Thats just my thought..
You can't very well hide the problems from them. I have found the best method is saying how what we have works, but this is how it could be much better for a small cost. Emphasize how what you are doing is best with what you have, and be sure to explain the cons of the other options. As long as the think you know what your talking about, I think you should be fine.
:)
But then again, don't scream at me when there is someone from India doing your job from SSH.
I think if you're management isn't addressing the questions you have, you should be upfront and honest to the executives in the company about the problems you are facing. However, what issues you are dealing with? Is your IT spending up, is there talk of layoffs, what are your actual problems with your company's IT infrastructure?
It's good that your president/CIO are having these discussions with you, as it shows they are concerned and want to know how to drive profit in their industry. They are concerned with the bottom line, so be honest and try to address the problems with the bottom line in mind. Will adding 1 million to the IT budget save 10 million? If you have concerns, or better, if you have ideas, share them, but only if you think they will help. Don't say you need 2million in new computers without explaining why that would drive profit up.
If the executives are really taking the time to try to understand the issues that IT is having, maybe it's time to drop the defensiveness and be frank with your department's issues. There's no need to be accusative or plaintive. You just need to say that A, B, and C are the problems and that X, Y, and Z are the best solutions that IT believes exist.
Management does not want to know what your problems are. They want to know what your solutions are. Prepare to give them solutions to your problems.
I have been pwned because my
I think that phrasing of the company's shortcomings is important. For example, if you say that the company has problems X, Y, and Z that need money to be fixed, that's negative.
/. page should be: "Confessions may be good for the soul, but they are bad for the reputation. -- Lord Thomas Dewar"
However, if you phrase the statement such that you need funds allocated to meet challenges X, Y, and Z, then you're spinning it into a positive.
It's rather humorous that the random quote at the bottom of the
Have you seen the movie "office space" ? If not rent it and see it before going there.
- People who believe other people have no right to live, got no right to live ...
but I have to agree with what a lot of other people said.
Be *extremely* careful. Even valid and obvious complaints can get you in a lot of trouble.
My advice? Keep your mouth shut.
It would seem to me that problems within the IT group should be brought to your manager / director or whoever is just above you in the chain of command before it would go to the CIO or VP. If the director sees fit to bring it to the executive level, then they should. Only if your direct supervisor is neglecting to fix problems / bring severe problems to their boss, should you have to go above their head to the executive level. I know that sounds like the Office Space problem of having 8 bosses, and that might not make sense in a business of 50-60 people as described - but it makes more sense in much larger organizations.
Perform your duties as enumerated in your job description. No more, no less. Don't try to make things better, because you'll only piss people off who can make your life hell.
Anything you say to the higher-ups will eventually trickle down to your immediate supervisor(s). If it makes them look bad, you'll eat shit until you quit or are otherwise drummed out of the company.
Take it from someone who's been there... if you're an IT geek, when it comes to corporate politics, your kung fu is weak. Period. Accept it.
Keep your head down, do only what you're supposed to, and keep your resume polished anyway, because you never know when your job will move overseas no matter how good you are at doing it.
Realistically, how much can anyone learn from a dinner with 80 people, the vast majority of whom are going to be complete strangers? This is going to be a chance for the executives to mouth platitudes, for the IT "leadership" to get their knees and noses dirty, and for the peons to get a dinner that will come out of the Christmas bonus, ultimately.
I advise you chat up the bartender, and try to get a six-pack or two into your laptop bag.
If the answers are that he genuinely wants to improve things, is a no-BS type of person, and seems to be able to take criticism, then by all means take this gift and use it! Be specific, but try to not assign blame. Approach every issue from the perspective that it isn't a huge problem but rather an opportunity for improvement.
Good luck!
I always save my last mod point to mod up a good troll. You people are too serious.
Whenever you pose a problem, follow it up with a solution. That way it doesn't sound like you're complaining. Having solutions shows you actually care about your job and the company. Then you just need the go ahead to fix the problems.
Guess what? There are other jobs out there. Better ones than you have now, probably. No sense cowering in a hole somewhere because of what *might* occur.
Best to use this opportunity to differentiate yourself from the rest of the smelly IT bozos in your division. Jed, your cubemate, is not going to further your career. The execs you have an opportunity to talk with, can.
Upper management doesn't want to be bothered with petty bickering in the lower echelons, they have their own backstabbing to worry about. They want to hear what overall strategies would lead to greater efficiency throughout the organization. That is how your ideas should be framed.
Keep telling your colleagues about all the problems you wish to tell them about. Then keep very quiet in the meeting, they'll come out. ;-)
Worked for me.
Doggy dogg world!
There's the usual "ill news is an ill guest" concern, but I believe for a company to properly progress problems should be put on display for executive analysis. Isn't it their jobs to be fixing the kinds of issues that crop up when IT can't quite do its job?
Having worked at a family company (and being part of the family), there's always a certain amount of leeway I get, when I need to bring up issues in the company. But being a younger family member, the only reason I get listened to is because I try and give an fair, honest and balanced (no relation to Fox news "balanced") response to issues that arise.
No company is without problems. But a good executive shows his quality by listening to his employees when they say something important.
what's the other evil? if the problem involves IT, then the solution may involve changes to your work environment, which might be less than appealling. different responsabilities; lower budget; no job..
I'd say if the matter is important enough, but it directly affects you, then it's a choice between the company's best interests and your best interests.
click-clack, front and back. I'm not moving this car otherwise.
Don't say anything negative. Never. NOT ever. This is twice as true in regards to other dept or managers. This is thrice as true, if someone starts talking about how it's ok to open up and talk as equals.
Everything should be phrased in the manner of how things could be better if "Thing A" was able to happen.
If the whole thing turns sour, be sure to have your resume up-to-date, since the effects will be targeted along the lines of: "Were they at the dinner?"
First off I don't know that a dinner (formal, informal?) is the appropriate setting for a whistleblowing and/or gripe session. Seems like more of an opportunity for schmoozing, selling some otherwise hard to budget ideas, laying groundwork for later proposals, etc.
:)
That said, if you feel you must forge ahead and divulge all of your departments glaring drawbacks to the higherups, remember to have your facts straight and well-documented. What avenues have been tried previously to rectify the problems? Does the fault lie in the process or in a person? Has the boss been made aware of this already? Which brings me to the last point: Unless the disposition of the offending supervisor (e.g. vindictive) prohibits, have a one-on-one with him/her *before* giving the goods the the VP.
Oh and remember to use a lot of passive sentence structures
I went to the city because I wished to live without deliberation.
I'd treat this event as a getting-to-know-you opportunity, and stop there. Be your best, most professional, likeable, and qualified version of yourself, to establish yourself to the suits as someone who cares about the company. If there are things they need to hear, you'll then have a better chance of them being taken seriously later, in a less hazardous context.
At medium and large size companies, the best action to take is no action at all. If an executive wishes to solicit your input, they'll ask for it in a meeting, all hands or at a social event. Not respecting the "chain of command" and bypassing your manager and director causes ruffled feathers. If you're trying to expose something illegal or something that is very harmful to the company, try HR. Going above your manager and director's heads will only alienate them towards you.
Do you think that the President and CIO really want detailed feedback from an intimate dinner of 50 - 80 people?
No.
Ideally, with the ideas and sharing, these guys will have a better appreciation for us, adjust our budgets appropriately, and help us in our business.
Now, they may want to get the pulse of the group, an overall feeling. They may want to put some faces to email addresses. They may want you to know how your work affects the other groups (or get a feeling for how much dependencies you feel with other groups). But they aren't interested in "I need a new 30-inch Cinema Display." They aren't even interested in "My boss is an idiot," (unless EVERYONE thinks that ALL 6 managers in your department are idiots.)
Keep it very high level -- we don't have sufficient visibility on upcoming projects, we're having problems prioritizing between demands from the CxO and the CyO.
Also, try to phrase things so the manager is on your side -- "my manager is having trouble saying no to the CxO, and we all could use a little support here." You may not really beleive he's on your side, or not want him on your side, but at least when your comments get back to him, you can claim you were looking out for everyone's best interests.
If no-one talks, then don't expect any problems to get solved.
Do the following:
1)List all of the issues you would like to raise.
2)Go back through the list and pick the few that you think are most important.
3)For each issue script a clear description, and most importantly, script a solution to the problem. If you don't have a workable solution, then never escalate the problem. Without a proposed solution, the manager will feel that s/he needs to find a solution, which is not always ideal.
4)Bring up only the 1 or 2 most important issues at the dinner. In that environment, any more than that stuff will be forgotten.
Bring up issues that will matter to upper management. Don't bring up crap like "The IT Director wants all of us to partition our drives a certain way, but that is not always optimal". Bring up stuff that effect finances and/or employee morale.
Finally, don't single out people for criticism ("My boss is an idiot!!"), but don't always hold back because you are afraid of the consequences. If your choose your actions based on fear of being trampled upon, then be prepared to always be trampled upon.
Keep in mind that upper management sometimes does care about the company. If they don't know about problems, they can't fix them.
That's the absolute worst thing to do. I did this once (who can pass up free booze?) and although I had one hell of a time, I soon found that I was no longer being assigned plum projects.
Trust me on this - no one wants to know the truth. They want to look as if they want it. They want to look as if they tried to find it.
But if they *do* find it, it's shoot the messenger time. I've seen this scenario way too many times. It hardly varies at all.
"Trusting every aspect of our lives to a giant computer was the smartest thing we ever did.." Homer Simpson
If your company is having problems and you don't feel safe doing your duty and informing the higher ups, you need to start looking for a new job.
In case you haven't heard: the IT economy ain't doing so hot. Getting a new job isn't quite as easy as you are implying.
When executive management has this type of meeting with the entire department it means they do not have confidence in their manager's ability to manage otherwise they wouldn't have (or need) the meeting. It's a sure sign of more serious problems within the company.
As head of an IT department, it's my job to communicate the problems/concerns my staff bring to my attention that I can not address at my level. It is equally important for the staff to understand that, unless they are working for a charity, the object of the game is profit and they are there to make the company money (or at least not cost it as much). The value of a good management team is that this type of communication is natural and automatic.
If a firecracker explodes on your open palm, you'll get burned, but you'll probably recover. If you close your hand around it, the explosion will more than likely mangle your hand.
It's similar when it comes to dealing with situations where you're dealing with senior managers. I don't know if your company is 50-80 people or your IT department is 50-80 people, but I assume you are anticipating some "face time" at this event. You're correct in assuming that the issues you bring up are going to be communicated back to your bosses. You'd be stupid to think otherwise. But a little tact goes a long way when it comes to speaking to your boss's boss. (or your boss's boss's boss)
First, don't turn the conversation into a bitch session. The last thing you want is for the higher-ups in your company to think that all you can do is mope and complain. They'll remember it when the next round of downsizing comes along, and you'll be doing your moping and complaining on the unemployment line. Instead, maintain a generally positive attitude. If you can't do that, you work for the wrong company and need to move on, anyway.
Second, frame the issues you wish to bring up in terms of opportunity instead of attacking individuals. Suppose your boss is a terrible communicator, and sends out project requests in short emails instead of discussing them with you and detailing specifications and requirements. Instead of:
That's making a fist around a firecracker. Frank, regardless of how poor his communication skills might be, is going to be rightfully upset when that gem gets back to him through the grapevine. Instead, say:
I hope you see the difference. The issue is framed as one of communication, as opposed to a defect in Frank's personality. Similarly, instead of:
Try:
You might undergo some pain, especially if you are assigned the project of upgrading, replacing the email server, but nothing compared to what you'd experience if Bob felt like you were badmouthing him to his boss.
Finally, speak about things you know. If you're the network admin, bring up issues related to the network. If you're a web monkey, bring up the web site. Don't just blast things you really have no business commenting on. You might feel like your company's sales team is a bunch of lying, egg-sucking weasels. Most sales teams are. But it's not related to your sphere of expertise, therefore it's not appropriate to address. Starting a war with another department is DEFINITELY grabbing a lit firecracker. And it may be more akin to lighting the firecracker and popping it in your mouth. Only, instead of a firecracker, you swallow a lit stick of dynamite. (Now, THAT is taking an analogy too far!)
All too often, geeks take business issues personally, when there are often simple, business-related explanations. Bob isn't tormenting you with the crappy mailserver because he doesn't like you, he can't replace it until next year because the company spent $1 million bucks on yet another ERP/CRM upgrade. When you take things down a notch, and address the issues instead of the personalities, then it almost inevitably breeds a more positive tone. Frank may be a dickhead, or he may just be a techie who hasn't learned much about managing people.
Third, don't try to solve all the world's problems in one night. You won't have the time. Pick some important issues, frame them as opportunities for improvem
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No. Talk to any parent- the thing that impresses them the least is blaming problems on other people. Do you really think they're that stupid that they can't see through how scummy you are, that you're willing to rat out your coworkers/boss/whomever? That's a sure fire way to get...well...fired.
Not only does it look like you're ratting out someone, there's the lingering doubt that you might actually be the one responsible, and engaging in a little fingerpointing to save your own skin. Both are raaaather dangerous.
Please help metamoderate.
Suggest that there be periodic meetings (say monthly or quarterly) with a few representatives of the non-management user population (such secretaries or customer relations or whatever) to learn about how IT can help them better. Management loves that sort of thing. Management loves focus groups. Management loves task forces. You don't need to make any concrete suggestions here, no need to walk on dangerous ground. Just propose another bureaucratic process that someone can add to their list of achievements.
If you are not politically deft enough to have a preexisting relationship with the people above your management then I'd say that you should steer clear of any major criticism. If you do have a relationship with the upper crust, then by all means try to blast your immediate manager as much as possible. Any chance you have "outside" the office to talk to the higher ups should be used to springboard yourself up the ladder. That's how they do it, that's how you should do it.
Don't come to me with problems; come to me with solutions.
Provide the proper context. Move the conversation forward. Focus on the positives Network first When it comes down to it though, you know your company and coworkers better that we do, and must act accordingly. Some tactics may work at one company, but would be totaly inapproprate at another."terrorism" and "pedophilia" are the root passwords to the Constitution
In my experience Management believe that throwing money at hardware or software will fix their problems. Or better yet we will outsource. The basic things they seem to forget or have not learned are:
Most management decisions are made out of ignorance and head burying so the existing problems are not known in the hope all symptoms will remain hidden.
The weathers here - Wish you were beautiful
Just a couple things:
1) Don't suggest anything as a problem unless it impacts profit (be prepared to explain how)
2) Any problem you suggest have a solution for. Don't be closed minded to just technical solutions all problems can be solved with "people process or technology".
3) If at all possible don't use this forum. You know they are interested. If you really have some big hitters drop a hint and schedule a personal meeting with the CIO.
4) My personal feelings a real team player doesn't place the blame on anyone. If it happens in your area weather it is your direct duties or not you know about it so you could of changed it. If you haven't had the chance this is it!
I have a professor (who is quite excellent) who usedto work for a large telecommunications company as an executive prior to his retirement. I've spent a large amount of time talking to him, and I think I'm fairly certain I know what he would recommend, or at least something similar to what he himself would have done in such a situation. :) He currently works as a business efficiency expert for contract.
:)
If you're going to say anything at all, don't waste your breath being petty or mentioning minor instances of complaints. Cut right to the thick of the matter, and give him your assessment and the logic behind your assessment. Preferably, have a writeup/short report (one or two pages) to hand him for later peruseal with well-outlined points. Don't mention names, but point him in the right direction so that he doesn't feel like he's bringing the axe down on your recommendations, but on his 'own' decision - which he somehow reached after your carefully worded suggestion.
If there is a sizeable group of people, break the concerns up amongst you. Get together at a bar or somewhere a couple days prior to the dinner, get a list, and then distribute the list amongst willing contributors, so that no one person gets the heat. It would be incredibly stupid for anyone short of the president to try and pull down heat on a group of that size.
If you catch heat from middle management afterwards, guess what? That just means that they're pissed tha the president is making changes based on your apt suggestions. If he revokes priviledges/perks or fires you, write off a little letter to the president letting hiim know what happened. that middle management will likely be looking for a job soon, too. Then see if you can't get the president to be a job reference.
The ability to see and try to solve real (as opposed to created)problems is a valueable ability to have, and a very valueable asset for any company; if they ignore that asset, you're best off looking for a job, because truely, your position there isn't secure in the least - the company isn't likely terribly secure, if they punish real problem solving.
~/ssh slashdot.org ssh: connect to host slashdot.org port 22: too many beers
What is the real objective? Specifically... are they trying to cut back staff or unsuccessful projects? Or, is it an "enlightened" approach of trying to make best use of the company's resources?
How many layers up in the command structure are you talking to? Technical people are often better at discussing technical problems, rather than people problems.
What is your biggest issue, or what do you see as being the biggest opportunity that you can help the company with? If it is a negative issue, be careful in how you phrase it. NEVER make personal attacks.
...and when you have to say something bad, make sure there is enough backup for why THIS is the thing that must change.
Whenever possible, you should speak with the person you are going to attack beforehand about the issue. Then, you have an opportunity to spin the issue in both your favor: _ and I had a discussion last week about how we could work better together...
One of my favorite lines is that I work with a fantastic team, and I really value the different skills and capabilities that everybody brings to the table. I am thankful that (that bastard middle manager) is around so that I am able to offload some of the politics (or whatever), but [insert organizational issue here].
IT loses money (unless you sell IT). The rest of the company (except for HR and Accounting) make money for the company and you spend it.
It is very important to socialize with the people above you and help them understand how much you're actually saving the company by the things you're doing.
Remember, there are other people who will be happy to smooze the higher ups if it means they can replace you. Out-sourcing is an example of this. And those people will have no problem telling big lies about how much money they will save the company.
It's a sad fact of the business world, but social contacts count as much as technical skills in most companies.
Do the drinks and dinner scene.
Keep it simple. Don't overwhelm them with technical details. If you see their eyes glaze over, you're providing them too much detail. Keep the answers short and concise. Give the suits the summary of the summary of the Cliff Notes for Dummies of the summary on the back of the paperback edition #2. I mean you have to eliminate almost all detail. Make them ask you for more detail BUT don't abuse it with too much detail when you do give them more. This is like the first date. Scratch that. This is you making the phone call that arranges the date. Scratch that. This is the wink that gets you the number to call. You can't give them too much detail or 1) you're scare them away, and 2) they'll already know everything about you (the project) and won't need you anymore. KISS-FSP. Keep It Simple Stupid, For Stupid People.
Don't be afraid to share problems. If you're in a job that you feel you can't share a problem with management then you're in the wrong job. Pack up and move out. Believe me, it's not worth the grief. You shouldn't have to watch your back for the next inbound sharpened object. Grow a set and lay it on the line.
Anyhow, that's my $.02 before taxes. Best of luck.
The execs have nothing to lose and everything to gain from this type of meeting. They can hear geeks talking about IT this and IT that and see how the company (and their whole little world) revolves around their IT centric viewpoint. They can hear the smarter IT guys providing constructive criticism and feedback, or maybe even about methods they've researched that may save some budget $$s. I think the really smart IT guys are going to talk less and listen more.
So many times I've worked (in a consultative capacity) with different IT shops. One thing I always run into is a totally IT centric viewpoint of the company. I can't blame a lot of well meaning techs for this, but at the same time you should never forget that you work for a cost center, not one of the core departments generating revenue for the company. To make the most of a meeting like this, I (as an IT guy) would focus on learning more about the *business* that is paying my paycheck, and then try to translate that knowledge into a better understanding of how IT can make the business more successful.
I once had a consulting gig in the IT department of a large contruction company. At lunch one day their new CIO boasted that he is now working for an information technology company that just happens to design and manage large construction projects as well.
That CIO did not last long at that company.
Really. How much revenue-generating product did your IT department produce last year?
I look at it this way: If you own an office building, you need to hire people to maintain it (a building manager and some custodians. Occasionally you'll need to contract some electricians or something.) Likewise, if you own some computers, you need to hire some people to maintain them (a sysadmin, and some techs. Occasionally you'll need to contract some programmers [or purchase some shrink-wrapped software]).
Sure, computers are more complicated than office buildings, and they change a lot more, and they can have a much more dramatic impact on productivity (for those revenue-generating employees... remember them?), but, from a business prospective, there's no fundamental difference.
been there done that. to be honest ya wanna know what happens when this takes place? the VP looses his job, his replacement comes in on a "clean-slate" basis and replaces all of upper management siting that "our current staff can not adapt to our technology needs". in the end you end up loosing all your good connections in the company getting replaced by green-horns with MCSE's and no real world experience trying to convert your "legacy" (about to move to linux) network to the *latest tech* windows system. FUCKING TRUST ME I'VE BEEN THERE 4 DAMN TIMES!!!
is a damn plague where I live. PLEASE IT GUYS do not enlighten your exec's to your job. it works SOO much better when they only know enough to quote laptop prices and say "hey, can I use XP?"
I speak from YEARS of experience here. please no -1 troll mod. I really am serious (although a bit jaded due to my loosing 2 jobs on this subject, but bailing from another 2 because of the patternistic behavior).
you're better off backing your IT manager in a corner and trully explaining to him/her how things are and letting them talk to the exec's than hearing it from the geeks. if you do it I swear unless you hold a Ph.D in bullshit you will only end up making things worse. as the poster said it shows the minor problems with a company that can seem massive to an exec but are a daily routine for an IT professional. it's just not wise to report such things to mangement.
On the real, your IT director/manager is there for you. if you look bad he does. and in most situations your manager is newer than you so image is a big thing. make him look good by explaining to him the problems and time lines for repair/completion and use his purported skills to improve your image. thats why there is a layer between IT and management (although we all know we are like -1 link behind the CEO as we _ALL_ do massive favors for them).
trust me guys/gals, been there done that. I hope someone can back me up on this.
I know all situations will not be like this but trust me on this one, experience is a mutha. . . seen it soo many times I wanted to puke when reading this article just from bad memories. Remember PHB's will always be PHB's. You can teach them untill your blue in the face and they'll still ask 'why did my computer lock up after opening that attachment from that person that said "ILOVEYOU"?'
>you are forgetting exactly how much management subordinates/discredits/undervalues/detests/fears us.
I've dealt with my share of PHBs, and have worked at companies that make Dilbert's office look sane and friendly, but I still think this is an unfair and unhelpful generalization.
SOME managers are ineffective, stupid, and hostile, as well as bigoted specifically against IT geeks. I'd even concede that a LOT of them are. But not ALL of them. And not even all of them at a bad company.
If there truly are no managers at any level of your company who will listen to good ideas when you have them to offer, then "get your resume back out there" is truly the only sensible advice. But if you're simply _assuming_ that no managers will listen to you enough for your ideas to be implemented and have an obvious positive effect, then I'd say the problem is not with your management but with your attitude.
As for the issue of dealing with known-bad managers in between you and the (as yet hypothetical) good ones you find and present ideas to...well, I'd avoid saying anything to specifically antagonize them, but don't hold back on your tech advice out of fear.
Anonymous Coward wrote:
Exactly. That is what has changed in the last 20-30 years. Once upon a time managers were expected to fully understand and -- in a pinch -- perform the work they managed. Once upon a time executives were expected to fully understand all the component pieces of the organizations they directed. Some of the best (and a few of the worst) rose to running companies from the technical or production ranks of the organizations they later oversaw. Some of the most notable execs founded their companies, coming from technical backgrounds.
Pretty much all the posts here from all viewpoints highlight the complete disconnect today in many companies between executives and what goes on under them. That is what leads to Enron's Jeff Skilling sitting before a congressional committee saying things like "Gee, I just had no idea what was going on in my organization!" I doubt very much that his executive job description contained anything specifying ignorance or absolving him of the responsibility of knowing everything of significance going on under him.
The advice a few posts previously about treating the execs as if they were retarded toddlers was pretty good, it seems to me. That's what many of today's executives are.
Clueless Exec #1: You know, somebody mentioned the other day that we have an IT department.
Clueless Exec #2: Oh? What does it do?
Clueless Exec #1: I dunno. I think we should find out, though. Maybe we can make some cuts and do some cost saving there. I wonder how we can size them up...
Clueless Exec #2: I know! We can schedule a dinner! That will fake them out. They'll think it's a social event and willprobably run off at the mouth and give us a pretty good picture of who isn't a team player and who's rocking the boat. Then we'll know who to cut.
Clueless Exec #1: Perfect! [leans to phone/intercom, gives instructions to executive secretary, finishes, turns back to Clueless Exec #2] Golf tomorrow?
Look at the bright side: there's always seppuku.
I do this quite often--it's part of my job. First off, consider that at a dinner party, you may not even want to talk too much shop, but rather set the ground work for some other time. More on that later.
This isn't really IT-specific, but when dealing with management, always remember two words: Risk and Cost.
These people are most likely not technical--they've been trained by generations of PWC and McKinsey consultants to expect to be able to boil the most complex problems down to several binary points on a powerpoint slide. Don't be afraid to explain, but be prepared to wade into dangerous water the moment you start with "yes, but..."
Speak clearly, succinctly, never hem and haw, never be afraid to say "I don't know but I'll find out", never bullshit. For right or wrong, you're most likely on their turf (when they're on mine and yours, they tend to get googley-eyed--try taking your boss' boss into a big server room sometime for some fun) and they make the rules.
Don't waste time, don't beat around the bush, be open, make eye contact, don't fidget, don't talk to the whiteboard, don't read off your points, yada yada. Nothing goes over preparation. Use positive words (can, will, etc.)
For non-technical management, technical problems are just another business task. There's nothing special about it--they may even be slightly intimidated by the topic, and thus pay closer attention to individual words of yours (so be prepared to carefully formulate your sentences to not leave any openings.) Ask if there are questions from time to time.
Likewise, there is nothing wrong with being friendly. Think about it this way--who would you rather have describe an accounting problem to you, your boss' boss' boss or your beer-drinking gamer buddy Bert with a finance degree? Same thing applies. Make friends--it's amazing how few technical people understand the importance of getting to know people, socializing, whatnot.
I know these are all general things, but they've helped me tremendously.
Cole's Law: Thinly sliced cabbage
what is the boss gonna do? give you a gold star?
It all depends on the company, or at least your boss. I have had cases where if you try taking the initiative or short-circuiting the bureaucracy then your boss complains. Unfortunately I have also been in cases where the boss makes an excuse that the corporate bureaucracy won't let him, and then it stops there. Now every time any problems need sorting I try doing it under the radar and then ask my boss when I need the resources or need something else that I really can'r provide. After all a boss has to be more than corporate nanny, at least I am sure that they are meant to be?
Jumpstart the tartan drive.
first of all, if they're really interested in identifying and solving problems, they will need to recognize that you guys are the ones that work around said problems all the time, and having them *not be there* is the best way to be working
second, never EVER bring up a problem for which you can't provide any solution whatsoever - then you're just griping...the first thing they're going to ask when you bring something up is "well, what do you think can be done about it, and how reasonably" - if you shrink into your seat and mumble "idunno" into your water, they'll be dismissive for the rest of the evening
third, walk into the meeting and treat them like you want to be treated. if you yell at them for their shortcomings (perceived or no), they may very well just kick you out of dinner/the company then. if you're calm, collected, and professional, a lot more should come out of it long-term (for the company and your work environment) and they'll think a lot more of you personally
I was not writing about the hostile managers. They are easy to spot. I was not talking about the ineffective or stupid ones; you can work around them. Most management will listen to MY ideas because they want to justify my cost. And I don't have A company; I've been "independent" for 5 years.
This article is about a group of techies mingling with a group of executives. The executives MAY really want the advice of the techies. But I was reminding the techies of what is going through the brains of non-IT management. I am not saying the techies cannot have input, and the parent to my post gave great advice about how to phrase the ideas, but there is still the management meme of "we are in control; we are better; and these people make us feel stupid" that needs to be remembered BY THE TECHIES so that the techies are properly subservient and remember not to talk about technology. I was trying to reinforce the message of the parent post.
I spend my life entertaining my brain.
Good advice: ask WHY. Why, in a company with 50-80 IT staff, does the CIO need a meeting to figure out what's on the mind of the rank and file?
In my experience an open forum like this is one of the worst ways to discover issues. Reasons:
Recommendation: think smaller. Talk the issues in groups of 5-10, comprising developers, line managers and architects, and have everyone agree on a small team of experienced, widely respected people to take the issues upstairs in another group of 5-10. Communication at all levels will be more frank. People can gripe to their heart's content without ruining their careers, and management will hear about the top priority issues in terms they can deal with. (Assuming this is a genuine effort in the first place.)