Search results matching tags 'Leadership', 'Goals', and 'Productivity'

The Year That Was - 2012

KKline — Mon, 31 Dec 2012 19:31:00 GMT

2012 was, simply stated, a year that kicked my butt. When I wasn't struggling professionally, I was struggling personally. Health issues, culminating in a diagnosis of Type II diabetes, and the passing of my father soon after Thanksgiving marked my biggest struggles. I apologize to those of you who are normally on my Christmas card list for not sending any this year. The wind was not in my sails. On the positive side of the ledger, I made a scary but exciting leap to SQL Sentry midyear. This was a huge shake-up after 10 years with my previous employer, but one which has been met with unbridled enthusiasm everywhere I've gone. Thank you for the handshakes, high-fives, and hugs! We're doing some really exciting things at SQL Sentry (such as SQLPerformance.com and Plan Explorer Pro) and I hope to engage with you more than ever in 2013.

Blogging Activity, Plus Leadership Skills & Professionalism

2012 marked a bit of a shift in my content creation direction. I've seen an uptick in struggles in the non-IT part of our career - communications, leadership, motivation, goal-keeping, all of those sort of things. I feel like I have some wisdom to contribute in that space. So, in addition to technical blog posts, I been putting down more of my experiences and lessons learned on the interpersonal side of the IT career path. My top ten blog posts for the year reflect some of that new direction:

Do You Have One of "the Three W’s" to Sit on a Board of Directors? -- Important tips for any IT pro considering a role in strategy and executive leadership.
Timewarp: What Is a Relational Database? -- With all the talk about NoSQL databases, let's go back to the fundamentals.
Want Another Reason to Hate iTunes? -- A throw-away article that precipitated a maelstrom of comments. Them Apple fanboys are passionate!
Why Do IT Pros Make Awful Managers? -- Not all IT pros make awful managers, but when they're awful it's often for similar reasons.
High-Availability White Papers and Resources for SQL Server -- Read the latest about AlwaysOn Availability Groups, and more.
New White Paper: SQL Server Extended Events and Notifications -- SQL Server 2012 great augments the Extended Events feature set. Find out how.
Build Your Own Microsoft Operations Management Pack -- Resources to build out your own SCOM management pack.
Help Me Update the History of SQL Server -- I started with SQL Server when it was still an OS/2 product. Jeesh! Lots of versions have come out since then.
TIE: Recorded Webcast Available: Extend SCOM to Optimize SQL Server Performance Management and The Expert's Conference (TEC) - For AD, SharePoint, Exchange, PowerShell and Other Admins -- Pointers to a webcast about extending SCOM and the TEC conference.
A Fond Farewell to Quest Software -- I learned so much in 10 years at Quest Software.

As I mentioned in the opening paragraph about blogging, I'm putting more energy into best practices for professional growth among IT pros. Along those lines of thought, I started a website called ForITPros.com with my long-time friend Joe Webb (Twitter | Blog) and, in partnership with SSWUG, developed a 2-DVD set and streaming media class called Leadership Skills for IT Professionals containing 14 hours of leadership and soft skills training specifically crafted for IT teams.

I've also been working with PASS on the Professional Development Virtual Chapter (VC), led by Mark Caldwell (Twitter). We've already got a full year of content schedule and are trying to figure out how fit in more sessions. Maybe moving to more than one webcast per month? The PASS Professional Development VC archive has lots of great content for you to review and future sessions are detailed at the PASS Professional Development VC homepage.

In-Person Activity

2012 was busy where I actually appeared in person or put in a big effort to write or create content. Here's a run-down: Articles (2), Conference Spoken (12), Customer Calls (88), Customer Visits (4), Magazine Columns (14) at SQLMag.com and DBTA.com, New Books (1) with Ross Mistry, PASS Chapter Presentations (12), Pre-cons/Full-day Seminars (4), SQL Saturdays (4), SSWUG Sessions (4), TechNet Radio Broadcasts (2), Technical Book Reviews (3), and Webcasts (10).

In 2013, I expect to travel a bit less. But I also expect to do many more webcasts. Let me know if you have some ideas about what you'd like to learn! One business trip that I refuse to give up, though, is SQLCruise. (Register!) I know it sounds like the worst possible way to learn. I mean who'd want to learn on a cruise ship in the Caribbean?!? (I hope you could detect the sarcasm dripping from those two sentences.) But here are two favorite aspects of of SQLCruise that are totally ferreals - 1) You simultaneously can relax and focus on learning. You are disconnected from the mainland. You don't have to worry about the mobile phone going off. 2) You get extended ours in a intimate setting with the top talent in the SQL Server world. It's always a pleasure to attend a conference session from the best in the industry. But you'll get hours of time to talk with these veterans of the industry about your specific problems and situations. It just doesn't get better than that.

Social Media

It's hard to believe that only a year ago, 2011, was my first year on Twitter. By years end, here's where my stats had moved: 5,507 tweets (up from 3,452 tweets), 661 following (up from 531), and 3,720 followers (up from 2,656) . I didn't check my social media numbers last year, so I've got no point of comparison. But I'm currently sitting at 2,327 LinkedIn connections and 1,157 Facebook friends. One of my standing policies on Facebook is that I don't "friend" someone who I haven't personally met. That doesn't help detangle the hopeless mess I've created by having only one identify on Facebook, both personal and public. So, on the one hand, I owe all of my longtime friends a big apology for all of the SQL talk and, on the other hand, a big apology to all of my professional friends for not posting enough news and advice while dilute my status updates with personal minutia. Oh well - it is what it is.

My blogging activity for 2012 was the lowest it's been in many years, down to 44 entries, down from 77 in 2011 and well into the hundreds in 2010. My answer to that sort of doldrums for 2013 is to get sloppy! And by that, I mean less of a perfectionist and more of a content machine that just cranks it out! Most of you, as my readers, have been very forgiving of a misplaced verb, a missing punctuation, or -heck- a totally malformed sentence that makes no sense at all. So I'm going to try much harder to churn through the 700+ nascent blog posts in my notes folder and get those ideas out there!

I hope to see you following me on Twitter soon! Thanks,

-Kevin

Do You Have One of "the Three W’s" to Sit on a Board of Directors?

KKline — Mon, 13 Aug 2012 17:28:00 GMT

Let’s get one thing clear right off the bat – I’m not typing “Board of Directors” repeatedly throughout this blog post. It’s just too much typing. BoD will have to do. Live with it.

Perhaps, you’ve been paying attention to the PASS Twitter feed, read the newsletters, or otherwise stay abreast of happenings within PASS. If you haven’t, here’s a news alert – it’s time for a new round of the PASS leadership cycle. And since this is the season of PASS nominations, I thought it’d be an appropriate time to share some of my lessons learned about effective BoDs.

Having spent over a decade sitting on various BoD’s, I can testify that the most effective directors are those that bring at least one of the three W’s to the table. (I learned the three W's from a former executive director of PASS, Jon Lindberg). Note that the three W’s are not characteristics or traits. They are behaviors, that is, observable sets of activities. The keywords in the previous sentence are observable and activities. You might have every intention in the world of doing the three W's. But if other people on the BoD cannot observe that you are performing the actions, they don't exist. The three W behaviors are Wealth, Work, and Wisdom. They’re major behaviors in my leadership ethos, called servant leadership. (I’ll talk about servant leadership in another post at some time).

Let’s talk about the three W’s in detail:

Wealth

This is simple and direct. Some directors come to the boardroom with a checkbook and they’re willing to use it to further the goals of the organization. Because they fund strategic initiatives of the organization in cash or in-kind, they literally change the reality for the organization. Directors with this W remove barriers and constraints that would otherwise end many discussions and initiatives before they got off the ground due to lack of resources.

However, directors with wealth are usually their as a part of their job. In other words, their employer has a strategic reason for supporting the success of the organization. Therefore, directors with wealth often seek to ensure that the organization is tracking against certain high-level goals that coincide with the goals of their employer. This is not to say that such directors have ulterior motives. They are typically very ethical and insightful members of a given BoD. But this perspective also means that a director with wealth may be interested in activities or metrics which other directors have considered. After all, if you were to pony up big dollars for a new initiative on your child’s soccer team (say, new training equipment) you’d also want to ensure that money was spent to greatest effect.

Note that wealth doesn’t always mean cash. It can mean many other things - your presence is a form of value. (Many times, directors come to BoD meetings and proceed to work on their email. That's a major breach of sharing your wealth of knowledge). Here’s a more concrete example. Back in the early 2000’s, around 2003, PASS received a significant amount of in-kind support from Compaq Corporation at the encouragement of then Microsoft liaison and board member Ryan Trout. (In-kind support, by the way, is support that has a cash value, but is an action or activity offered instead of actual cash). In effect, Compaq conducted a major direct mail campaign to their sizeable SQL Server user base to help drive attendance at the PASS Summit and to encourage interest in both the international organization and local user groups. This contribution marked a major turning point for PASS both in terms of high-level vendor support and in visibility to the SQL Server user community.

Axiom: The golden rule, for directors with wealth, is “he who has the gold makes the rules” with all the positive and negative connotations that holds.

Work

There’s no getting around the fact that the directors who are most willing to invest personal time and energy are the most effective. (And I mean the term “effective” in the most literal sense of “having a measurable effect on the enterprise”). In a typical strategically-oriented board, the extent of work is usually to remain current on all important reading material, to strive to be aware of shareholder issues and concerns, and to formulate opinions on important strategies for the organization to consider or implement as a form of guidance for the CEO and COO.

In a portfolio-oriented board, such as the structure used by PASS and many other large IT professional associations (including most of the other major database BoD’s such as IOUG, IDUG, ISUG, ITUG, and Share), directors not only have the burden of the strategic director, but also act as the head of a specific function of the organization. For example, in a portfolio-oriented BoD, a single director might be responsible for growing and guiding the local chapters of the association (the Chapter Portfolio), another might be responsible for driving value back to members (the Membership Portfolio), a third might be responsible for the selection and implementation of the content delivered at major events (the Program Portfolio), and so on. There is no doubt that some directors are much more effective than others at managing a portfolio and leading a group of volunteers within that portfolio.

While a full discussion of the best practices that make some directors really effective at this second W could fill a couple additional posts, I’ll put a few quick hallmarks here in case you’re curious:

Priorities

Smart directors set their sights on a very short list of goals that follow the SMART standard. And by “short list”, I mean a list with no more than three goals. The goals are achievable and, usually, not terribly expensive nor complex to implement. If one of their top goals turns out to be much more expensive or complex to get rolling, then they move on to their next most important goal that is easily achievable.

Axiom: It is better to make small, measurable gains than to set big goals that never get accomplished.

Alignment

Smart directors make sure that the goals they’re working to achieve complement the overall strategy of the organization. This alignment provides a strong incentive for other members of the BoD to back their proposals and to act as allies in the event that a board vote is needed to settle the way resources will be directed or whether a proposed goal is accepted by the board as a new policy or program. Alignment of goals with the top-level strategy of the organization also means that successor directors will have a much easier time continuing where the original board member left off because the work simply makes sense. Plus, when a director’s goals seem unusual or very different than other goals of the organization, organizational resistance is sure to come in to play.

Axiom: Unless there’s an emergency, it is better to couch visionary change within the overall strategy of the organization than it is to introduce changes that represent a major shift in long-standing culture, priorities, or processes.

Focus

Directors who have a short list of goals are also much more successful when they devote their energies to …, oh wait a sec, gotta check email. Just kidding. But I hope you get the idea.

I’ve seen a lot of brilliant individual directors who, upon prioritizing their work, spent enormous amounts of time and energy working on other people’s problems, working on their own issues at the wrong level, or talking about an issue way after its major parameters have been decided. I’m not saying stop helping others or stop discussions. But I am saying that a portfolio director must remember that the success of their team is their success. Many IT professionals are used to being individual contributors and so they feel that if they’re busy and working hard, it must be good, right? No. If the director isn’t working to achieve the goals of their portfolio, they’re basically not working at all. Here are some common traps that damage focus:

A common way IT pros on a BoD lose their focus is to get into the details of a new program or process. For example, say that PASS wanted to introduce a cool new feature on their website. An unfocused director would immediately begin to start designing the system in their mind – “We’ll use Active Directory to authenticate new users and then they’ll connect to the services using that cool REST-ful technology I’ve wanted to try. And maybe we could use SSIS packages to…” You get the picture. The BoD hasn't even fully fleshed out the business plan for the new program and yet this director is off and running after the specific technological solution to the problem. The problem that is not yet fully mapped out and understood. Remember, directors are supposed to assess and manage the business value of any given process or new organization program, not sling code. By focusing on the intimate details of the technology first, the director short-changes the business value of the initiative. It's like the programmer who starts writing code before any requirements are understood or documented. I’ve seen directors invest huge amounts of time into initiative which, in the broad analysis, were only half-baked and not worth pursuing. The focus must for a director, first and foremost, be about business value. (As a side-bar to this line of thought, many directors are the only person who can make certain important decisions. If that person is encumbered with relatively routine but demanding work, they actually shortchange the organization of their true value. If the VP of Finance is spending a lot of time working on a technology problem, they're not just working on technology - they're also NOT WORKING on financial matters).

Another common mistake that IT pros make when managing a portfolio is failing at delegation. IT pros, as I mentioned earlier, are usually most successful when they’re a strong individual contributor. They’re used to being judged on their own technical skill. They’re not used to being judged on the success of a team. Consequently, inexperienced directors frequently under-delegate and/or under-communicate which leaves volunteers feeling unwanted and unimportant. In the same vein, directors may act rudely to their committee members or other volunteers, or may simply treat them like employees –definitely not the way to treat a volunteer. This behavior is like torching your own support network. Volunteers can quickly become demoralized, or even quit, when they feel unproductive or unwanted.

Axiom: As a smart director of a portfolio, it is better to focus on business outcomes and the success of the team than it is to perform the detailed work yourself.

Wisdom

Dictionary.com tells me that wisdom is “knowledge of what is true or right coupled with just judgment as to action”. Money cannot buy wisdom. It can only be earned through many years of manifold experiences. Some young people are wise and insightful, but frankly it’s usually the grey-headed types who’ve usually lived through enough dumb decisions to recognize when a pattern in a social situation or set of human behaviors is being repeated. A great example of wisdom on the PASS board comes from the two CA representatives who sit on the board, Neil Buchwalter and Rick Bolesta. In addition to serving on the PASS board for perhaps longer than any other sitting board member, they’ve also both sat on other boards before and concurrently with the PASS board. Their stability, deep history, and analysis of the interplay between people (or groups of people) are extremely important to the successful workings of the board.

You might thing, based on what I’ve said described about wisdom, that a wise director is prone to pontificate and engage in long-winded discourse. Nothing could be further from the truth in my experience. The typical wise director tends to be brief, interjecting comments and thoughts of great weight and importance. What they say is usually worth careful consideration. Conversely, directors who spend a lot of time talking are often the least worth listening to. Many long-winded directors often use discussion to figure out what it is they really think about a given situation. Wise directors already know what they think and, when the speak, produce fully formed thoughts and arguments in a given situation.

In some cases, a BoD can help build institutional wisdom through diversity. As I mentioned earlier, wisdom is earned through experiences (usually bad experiences). When the members of a governing body like a BoD are young and/or inexperienced, they can supplement their breadth of experiences by selecting members of a variety of background, ethnicities, nationalities, ideologies, orientation, etc. This broaden of perspective raises the quality of dialog, helps identify problems and issues in policy discussion, and helps to foresee major obstacles on the horizon.

Axiom: Wisdom and insight are crucial in building a base of institutional knowledge, context for key decisions, and insight into the highest-probability for success in socially complex situations.

If you’re involved in a governing body of some kind or are considering volunteering with PASS (or any other BoD for a professional association), do a little introspection. Do you possess one or more of the three W’s? Or do you have big dreams or a burning ember of ambition? What do you need to learn to equip yourself with one of the W’s?

Let me know what you think!

-Kevin

ITPro, Re-architect Your Life

KKline — Thu, 12 Apr 2012 14:21:00 GMT

Have you ever found yourself wanting to make a major shift - in skills, in roles, in relationships? One of my good friends, Jimmy May (Blog | Twitter), accomplished a set of major career and lifestyle revisions including relocating to Redmond, taking on a huge new level of job responsibility as part of the Microsoft SQL Customer Advisory Team, and achieving the noted accreditation of Microsoft Certified Master.

Jimmy and I were chatting about undertaking major life changes like these and, as is often the case, his thoughts were too good not to share. Be sure to explore these excellent career development resources. So here were some great pointers from Jimmy:

I’ve referred you before to J.D. Meier. Incredibly powerful guy. Here are some brief yet powerful posts:
What’s the Challenge?
http://sourcesofinsight.com/2011/06/24/whats-the-challenge
101 Ways to Motivate Yourself and Others
http://sourcesofinsight.com/101-ways-to-motivate-yourself-and-others/

Want more?
30 Days of Getting Results
http://sourcesofinsight.com/30-days-of-getting-results
Take a Tour of Sources of Insight
http://sourcesofinsight.com/2011/06/21/take-a-tour-of-sources-of-insight
Still not enough? Here are his three blogs:
www.sourcesofinsight.com
www.gettingresults.com
http://blogs.msdn.com/jmeier

Let me know what other resources you enjoy for professional and career development!

And if you're really interested in developing your IT leadership and management skills, I encourage you to attend my Leadership Skills for IT Professionals seminar. I'm presenting this full-day seminar in Dallas at the SQLRally on May 8, and in Louisville at SQL Saturday 122 on June 19. Hope to see you there!

Thanks,

-Kev

-Follow me on Twitter at @KEKline