Advice from an IT Success
John Schneider has had an eventful and successful career in technology, working his way up to executive levels. This book couches itself as a career guide specifically for technology workers. I didn't find a whole lot that was specific to technology; there is a lot of great advice in this book for pretty much anyone. Schneider writes with an easy style and uses a lot of humor and the book is a fairly quick read. I think it's probably a good book for most people who want to know how to stand out in any industry, although it's likely a bit better value for younger people who have time to put into play the things Schneider recommends.
IT People Have an Edge?
The one conceit Schneider carries that's specific to tech workers is that you can do most of the other jobs in the company but the other people couldn't do yours.
This is often true but I would prefer that it not be presented as an absolute, because I've met my share of IT people that probably couldn't do other people's jobs, much less their own. And I've met smart folks outside IT that could be great in it.
But I do like the gist of what he's getting at because it matches an observation I've made about experienced IT teams: they represent an interesting foci of business and data. That is, they are people that understand the technology, but have also probably picked up knowledge of the company's business and its clients. They also are positioned to recognize the gaps between departments that need to use the same data. That puts them in a unique position to solve problems and improve the company.
As companies grow, they naturally tend to fragment and become a collection of silos, each narrowly focused on its specific function. This is a dangerous structure that leads to inefficiency, ironically the very thing that specialization is supposed to provide. It becomes inefficient because people begin working in a vacuum and lose insight into why a task is done and how it affects others downstream in the process ecosystem. Communication tends to suffer too as people get busy doing their own things and this gradually reinforces both the distance between groups and the calcification of process quirks that might have been workarounds for something that was a problem once but might have since changed. And without an oversight to recognize this condition and an agent to promote improvement, companies (even if still solvent) eventually suffer atrophy. Teams become political and defensive, trying to justify their existence and role, even if they'd be better somewhere else.
The agents of change would ideally be managers and business analysts. But we know this isn't the case; higher management typically does not listen to the things their subordinates are telling them. They've evolved into selfish entities that cater to self preservation and shield themselves behind barriers of elitist cliques and faulty assumptions that they, and not the customer, are the profit center.
Killing Sacred Cows
Schneider isn't shy about challenging conventional career wisdom.
He disagrees with some things that are considered industry best practices, notably the advice on accepting a counter offer when resigning. The general rule is that you don't accept them. If there were fundamental problems at the job that caused you to want to resign, are they really going to change if you accept the counter offer? Schneider does acknowledge that if a workplace is really dreadful you should just leave, but then goes on to say the things you've heard about taking a counter offer are "BS" and taking one is just fine. I too will concede that if the parties involved are mature consenting adults and not children that can hold grudges, it might be ok.
But people are human beings and both the company, the managers, and your peers will remember what's transpired (you might try to keep it a secret, but things have a way of getting out). Ultimately, if you had to threaten to leave in order to get what you want, is that really the kind of place you want to stay? These are legitimate caveats to accepting a counter offer and Schneider is perhaps a bit to flippant about them; in addition when he calls them "BS" he doesn't really provide an argument about the specifics of why they are.
He also seems to value the effort one could put into acquiring certifications. I think a lot of experienced IT staffers will tell you different things here. In my career I've managed to do well without certifications. Schneider feels they will be useful in helping you advance in the organization and discounts the value of seniority; that may be true in some companies. But my personal experience is that certs are best as differentiators in getting hired, not promoted. Once you're in an organization, promotions are likely to be based on a combination of things such as performance, politics, and yes, seniority. Often, very much about politics and seniority.
He recommends getting an MBA; not bad advice, but there's more to this than meets the eye. He casually shoots down several excuses people might use to not get one when some of them are actually really good reasons. Cost, for example. If you want to go to a prestigious program, it might cost you the amount of a nice house; I would not so flippantly disregard this barrier. And, in my experience, the value of an MBA is like that of a cert. It's probably a great way to get your foot in the door, but advancing beyond that point will depend on performance, politics, and well, seniority, though I do see a distressing trend today to put young and inexperienced people into positions of power where they can destroy companies largely because they have an MBA and are experts at cost cutting, Mark Hurd-style. So maybe Schneider is right about that after all.
Are Things Different Now?
I don't doubt that Schneider is a successful and brilliant guy and probably a good boss too, if he practices what he preaches. However, I couldn't shake the feeling at times that he's led a bit of a charmed life. His thoughts about certs, seniority, and MBAs make me feel that he's been fortunate to traverse most of his career through meritocracies. But I'm certain I'm not alone as an IT staffer that's recognized technology workers have become the contemporary blue collar workers of the world. IT shops are seen as costs, not strategic components, by most companies. As a result IT people are constrained by a very thick ceiling barring them from the highest leadership positions (roles open to operations, sales, engineering, marketing, and even accounting) where they could bring their blend and breadth of business and systems knowledge together to truly help a company forge strategic initiatives in intelligent cost cutting rather than mere layoffs and the practice of being cheap at the expense of efficiency.
All this to say that while Schneider's advice is still overall very good, it may have had more effectiveness before IT departments evolved into the bastard stepchildren of a companies today, a time before PMP's started telling us to forego innovation for smaller and more easily measured changes. A time when workers were allowed to think.