Boston Linux & Unix (BLU) Home | Calendar | Mail Lists | List Archives | Desktop SIG | Hardware Hacking SIG
Wiki | Flickr | PicasaWeb | Video | Maps & Directions | Installfests | Keysignings
Linux Cafe | Meeting Notes | Blog | Linux Links | Bling | About BLU

BLU Discuss list archive

[Date Prev][Date Next][Thread Prev][Thread Next][Date Index][Thread Index]

[Discuss] core competency

When I worked for a consulting firm, it was interesting.  Way to often
we were called in to double check on the local people.  Most often the
locals were under appreciated and really sharp in their knowledge

As consultants we were typically more broadly educated or had very
narrow domain knowledge.

One of the first things I did when I went on a gig after getting
marching orders from the bosses, was to befriend the 'locals' in my
area.  If I was there to solve a problem, I tried to get the local
folks perspective.  Most often they had one or two solutions in mind,
but the bosses either don't trust or don't bother to ask their

Often once we got a problem either resolved or patched, on an exit
interview I tried to stress their high-value employees, and that they
should be the 'first call' when the bosses perceive issues.

I tried to learn something on every gig, and to educate locals
whenever possible to help their continuing job be easier.

I found that most often, the 'help' wasn't needed except in the case
where the staff was very overloaded.  More than once I went to work at
a company to do one thing and got immediately reassigned because one
or two folks quit.

Many employees feel under appreciated, and, not-like HR surveys, are
not properly compensated for their efforts.  When bosses pull in
consultants, the consultant opinion is valued much more highly than
even the same words coming from an employee.  Sometimes I did get the
info from the employees and re-package it for the bosses so the
problem would be solved 'right'.  Yes, I did withhold the idea person
information till the end of the gig.  But it wasn't to enhance my
station, it was to get the ball going, and to eventually get credit to
the employee.  Also, if things go south (like they do on occasion), I
assumed  blame rather than trying to deflect it.  In the long run that
bought me lots of cred from employees and bosses because I would
assume 'blame' even if I obviously didn't do it.  By doing that, I
tried to remove blame as part of a problem resolution cycle, and to
get the end customer issue to a resolution as soon as possible.

Oh well. Enough preaching to the choir.

BLU is a member of BostonUserGroups
BLU is a member of BostonUserGroups
We also thank MIT for the use of their facilities.

Valid HTML 4.01! Valid CSS!

Boston Linux & Unix /