======================================================================== THE ADVICE LINE: BOB LEWIS http://www.infoworld.com ======================================================================== Wednesday, November 3, 2004
LATEST WEBLOG ENTRIES ======================================================================== * Dangling without a net * Flip or fly? ADVERTISEMENT -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- InfoWorld Webcast: Four Excuses for Upgrading Your Network InfoWorld's CTO Chad Dickerson discusses four technologies that you may want to consider when upgrading your network. This webcast is tailored to small- and mid-sized businesses looking to leverage enterprise-class technologies, like VoIP, SANs, Gigabit Ethernet and enterprise-class security, on a fraction of the budget typically required. Chad relates his experiences as a columnist and technologies. A companion webcast to P.J. Connolly's article "Small Networks Bulk Up." Sponsored by Cisco Systems. Register and view now. http://newsletter.infoworld.com/t?ctl=9B8FA5:2B910B2 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- DANGLING WITHOUT A NET ======================================================================== Posted November 1, 4:27 PM Pacific Time Dear Bob ... My boss came in this morning and made a remark that I'm just not sure how to take, so I am looking for your advice. I am a systems administrator on UNIX platforms. I came to this job four years ago after being an "IS Coordinator" on a Windows network for several years. In the previous job, I was everything from server and network admin to user support. I was offered this corporate-level job after putting in for a different job, but this job offered a new challenge, so I went for it. I taught myself UNIX, and built an AIX e-commerce platform that has become a major income producer for the company. My major customers (the e-commerce web folks) are very satisfied and have no desire to change platforms, but our architecture group has, for valid reasons, determined that e-commerce should be migrated to cheaper Linux rack servers. Their vision is to make a series of virtual, possibly diskless, Linux boxes on Intel multiple processor boxes. While this is a fine goal, the Intel platform is run by a different manager, with his own staff. While I have been included in the project team for this migration (from AIX to Linux), and have been included in meetings. I have not been assigned any tasks. I believe the Intel group sees this as their territory, and are working with the "customers" to set up the new systems. I mentioned to my boss that this project reminded me of being included in big brother's activities when I was a kid (welcome to sit in, but not fully included), and I thought it would be a cold day before I was fully included in this project. This morning, my boss came in and asked me what tasks I have been working on for this migration project. When I told him I haven't been assigned any, he said I should "insert" myself into the project and see what involvement I could procure. He said if I didn't keep a hold on the e-commerce environment when the AIX boxes went away, there would be nothing for me to do. I am wondering just how I am supposed to "insert" myself into a project involving a different platform with a different staff and a different manager? I'd always thought it's up to powers above me to give me my assignments. I did approach some of the Intel folks (good folks that I get along with very well, normally) to offer my services, but I got a response indicating that I would have to talk to their manager. Again, I am wondering - is that my place, or should the managers be getting together to decide their manpower needs? I'm just a bit confused about how far I should be going on my own initiative. For personal reasons, finding a new job outside ... For the full story: http://newsletter.infoworld.com/t?ctl=9B8FA1:2B910B2 FLIP OR FLY? ======================================================================== Posted October 30, 10:55 AM Pacific Time Dear Bob ... Earlier this year the VP of my department denied the yearly raise my supervisor had put me in for. His reason was that the numeric score on my review was not sufficient to warrant a raise. The numeric score is the result of a 360 review process that is known to be flawed and nothing more than a popularity contest. My supervisor explained to the VP that I had spent the majority of the previous year as lead on a project that was a sinking ship from the beginning, and that I was acting in the stead of himself and the team's Project Leader, both positions that are two full levels above mine. My supervisor went on to say that during the time I was the lead for our department, no deadlines were missed and all work was completed as needed by the business areas we were partnering with. None of this information changed the VP's mind. As you can guess, I was a little upset. Actually, I was a lot upset. I had cancelled two vacations and worked many long weeks to complete my obligations the previous year and failed in none, except being popular. I didn't know I had to be popular or I would have tried to smile more. My dilemma is that out of frustration I began to seek a position with another company. It took a few months, but I found a job that offered comparable pay and benefits and gave notice. The next day my VP asked what it would take for me to stay. I felt insulted further by this so I gave him what I really thought was a ridiculous number. He said, "Done". So now, I am staring at this situation: Ethics and principle tell me that rescinding my acceptance of the new job offer is wrong. On the other hand, I have kids, car payments and a mortgage like everyone else. And on yet another hand, if I stay where I am with the huge raise, does that put me on a hit list when my projects are complete? I never intended to find another job to use it as a bargaining tool and really did not make it a secret that I was looking. I would appreciate your thoughts and suggestions for a possible course of action here. - Trapped on the horns Dear Trapped ... Here's my shot at it: Get out while the getting is good. Your concern is well-taken: When ... For the full story: http://newsletter.infoworld.com/t?ctl=9B8FA0:2B910B2 Bob Lewis is president of IT Catalysts, Inc., http://newsletter.infoworld.com/t?ctl=9B8FA6:2B910B2 , an independent consultancy specializing in IT effectiveness and strategic alignment. Contact him at [EMAIL PROTECTED] . - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Advertisement - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Have you ever wished you could give every manager in your IT organization a practical toolkit of leadership techniques, the way you can for database administrators or developers? You can. That's exactly what I've engineered my IT leadership seminar to accomplish. If you're interested, visit http://newsletter.infoworld.com/t?ctl=9B8FA2:2B910B2 - Bob Lewis ======================================================================== ADVERTISE ======================================================================== For information on advertising, contact [EMAIL PROTECTED] UNSUBSCRIBE/MANAGE NEWSLETTERS ======================================================================== To subscribe, unsubscribe or change your e-mail address for any of InfoWorld's e-mail newsletters, go to: http://newsletter.infoworld.com/t?ctl=9B8F9F:2B910B2 To subscribe to InfoWorld.com, or InfoWorld Print, or both, or to renew or correct a problem with any InfoWorld subscription, go to http://newsletter.infoworld.com/t?ctl=9B8FA4:2B910B2 To view InfoWorld's privacy policy, visit: http://newsletter.infoworld.com/t?ctl=9B8FA3:2B910B2 Copyright (C) 2004 InfoWorld Media Group, 501 Second St., San Francisco, CA 94107 This message was sent to: [EMAIL PROTECTED]
