In elementary school, I loved being an AV (audio-visual) library assistant and running the mimeograph machine. I knew all the tricks to getting that film strip projector to work. I was an expert overhead projector operator. And I could thread a 16mm projector faster than anyone.
I was the master of my domain. I was a geek before the pocket protector became the defacto standard geek identification badge.
Fast forward to a time when I had suppressed the geek within to become a lawyer. I even took an English undergrad degree. I was married when I received my Bachelor of Arts, so I’m not sure it counted. But they gave it to me anyway. Then having had a chance to work for a lawyer for a while, I realized I could never be a lawyer—I hated the work too much to study for the LSAT. And so I became a tech writer. What else.
And a few years later, while I furiously scribbled notes on my legal pad, the ancient primitive predecessor to the iPad, I overheard a software engineer say, “It’s not supposed to do that,” while looking at the screen of a computerized simulation going very wrong. At that moment, my mind darted back to my junior high and high school days of banging out BASIC on a Commodore PET, translating the Atari BASIC from the Creative Computing magazine, so that my friends and I could play Adventure.
You are in a deep dark cave. There is a lamp here. What do you want to do?
The microsecond burst of nostalgia closed and I knew then that if I had written the code for that software, it would be doing exactly what I told that computer to do. It took a few years to make the transition, but I let the inner geek out and consumed every computer programming book I could get my hands on. Finally I landed my first professional programming job. And have been doing that for nearly fourteen years now.
And just today, in stand up, I overheard a team member say those immortal words, “It’s not supposed to do that.” My brain seized on the phrase and compelled me to write this post before I could sleep again.
Where did your geek come from?
Technically speaking, I had a fun and productive 2013. Here are some highlights worth mentioning.
StorageClient: Client Side Load Balancing
A technology specific problem solved, bypassing server based solution with client side load balancing and fast fail retry algorithms that took us from horrible to nearly 5 nines in reliability while improving overall performance. (This was at the day job, so that's about as much as I can share about that.)
LocalCache: In Memory Cache with Async Persistence
A library that takes advantage of Concurrent Collections in .NET and SQLite to provide fast in-memory caching that persists asynchronously on local disk for rapid rehydration of in-memory cache when an application pool is recycled. This solved a big problem with service level compliance recovery on a critical service, taking complete recovery time from hours to a few minutes. (Also for the day job.)
DuoVia.Net: TCP and NamedPipes Services Library
An extension and revival of RemotingLite that makes intra-process communication easy and fast. This was my first foray into creating and sharing open source software on GitHub and publishing packages on NuGet. I enjoyed it so much, I added 8 more packages to the set. And while these projects were built on my own time, one or two of them are in regular use by one or two teams at the current day job and they have been downloaded over 1,500 times.
VersionedCollections: A Shared Idea Brought to Life
Recently I shared an idea with Ayende Rahien on his blog with respect to creating a snapshot-in-time, read-only view of a collection that is being written to constantly. I'm happy to report that it turned out to be exactly what he needed. And I am honored and appreciative to Ayende for the kudos. Sharing good ideas with community friends is almost as much fun as bringing them to life yourself.
Here's to an equally fun and productive 2014.
I have removed Facebook mobile apps from my mobile devices. It was really just occupying too much of my time. I am now considering removing my account entirely. I am finding less and less value in the increasing amount of time I spend on the site. what about you? Have you abandoned Facebook too. Let me know why and how leaving Facebook has affected your life.
If the Bard had written in C#:
public class Self
public bool ToSelf()
A friend recently shared a Forbes article with me entitled Top Ten Reasons Why Large Companies Fail to Keep Their Best Talent which I found informative and useful in understanding my own recent thoughts on this topic. Rather than review each of those reasons here, I encourage you to read the original. Instead I would like to share with you the flip side of that coin based on my own recent experiences.
Attracting Top Talent
Before you can work on keeping your top talent, you have to find them and convince them to join your team. Here are five things you should be doing to attract top talent:
- Choose a competent and effective recruiter. This can make all the difference. Don’t just hire an agency and let them blast a job description to every Tom, Dick and Mary of the tech world. Know specifically who is representing your company. Make sure that she knows how to find and filter top talent for you. Ensure that she has the communication and people skills required to manage the phone and in-person interviews and coordinate with the hiring manager to make his job even easier rather than just dumping a pile of resumes on a desk and waiting to get paid.
- Do more than one phone screen. Give at least two top team members the chance to phone screen the candidate. Make sure they are prepared and understand what they should ask. Then have one or two managers or potential peers conduct a phone screen as well. Never rely on the resume alone to decide whether you will do a face to face interview.
- Have the candidate interview with more than just the hiring manager. Have potential peers and even potential subordinates interview the candidate as well. And when possible, have a peer or supervisor of the hiring manager conduct an interview. Meet with and collect the thoughts and opinions of every interviewer and carefully consider their input.
- Assure that every interviewer is positive and upbeat about your company but equally honest and transparent about the challenges and opportunities within the company which the candidate may be able to help resolve or improve. Don’t paint a dismal picture but don’t put a shine on a dull spot. Any intelligent candidate who gets different stories from interviewers will think twice before accepting an offer. Transparency and honesty from the bottom to the top of the company will be a refreshing and attractive quality. And don’t worry about scaring off a candidate who is afraid of a blemish. You don’t want to hire someone who wants to work for a perfect company with no opportunities to contribute to the solutions of the real problems that every company has.
- Follow up and answer a candidates questions after the interview process is complete and make a decision as quickly as possible. If you will have some delays before you can make a decision, keep the lines of communication open and keep the candidate up to date. This kind of follow through is often overlooked and companies often take for granted that the candidate will sit still and wait. They won’t. To keep a fish on a hook, as they say, you have to work the line. Let it go slack, and you’ll lose.
Keeping Top Talent
Once you have hired a key employee, make an opposites list from the Forbes article and work toward eliminating the reasons that top talent walks out the door. Of the ten, here are my top picks recast as things you should do to keep top talent on your team:
- Give your employees an opportunity to have a voice in key policy and process decisions. Listen to your people with an open mind, prepared to change your mind if you have overlooked something. Your top talent will often have better ideas than you may think.
- Take the time to provide regular feedback to your employees. Annual reviews are great, but follow up with periodic reviews of goals, professional development, projects and opportunities for improvement. And always find a way to share positive feedback. When you acknowledge achievements and performance, publicly and privately, you’ll get even more of the same.
- Make sure that your team members know that you care about their professional career development. The small amount of time you invest in helping your team map their future success will yield returns in happy, dedicated employees much greater even than the recent gains in the gold market.
- Steer a steady ship that can make tactical adjustments in course but is on a solid strategic heading. If you run into stormy waters, keep faith with your employees and stay on course. If you need to make strategic course changes, involve your top talent in that decision making. Getting on a boat headed for Hawaii and finding out that the captain has decided to go to Alaska instead without even talking to you can be more than demoralizing.
- Build teams of people who can work well together, who are talented and skilled and willing to pull their own weight and then some. Passionate people will help to bring out the best in team members who are having a bad day, but it is impossible to fix a team member who fundamentally lacks the requisite skills and desire to acquire them.
- Be open minded and tolerant of opposing points of view. If you do not invite honest discussion with your team at appropriate times, you will lose your top talent and end up with a team that affirms any decision you make, even those that will send you off a cliff that you did not have the foresight to recognize.
- You can teach management skills to a leader. But teaching leadership skills to a manager is not so easy. Look for leaders who can motivate and rally teams. You can hire a clerk or accountant to take care of the bean counting. But you may not recover from having a leaderless team and the resultant chaos and confusion and serial loss of top talent that will result. Do not be afraid to amputate and stop the bleeding. Keeping a failed manager long beyond the point of recognizing the problem to avoid the pain of change is an ominous sign to your top talent that you lack the leadership required to steer the ship successfully to port and they will abandon ship at the first reasonable moment.
If you’re making New Year’s resolutions with respect to your company, I urge you to review these lists, and the plethora of others available on the web from sources far more authoritative than me. Take positive action to attract and keep your top talent. And if you find yourself looking for a company that exhibits these desirable qualities, keep up your search. They are out there. And while no company is perfect, there are certainly some that far and away exceed others. So whatever you do, don’t give up hope of a better day.
These are my resolutions for the New Year.
More or less.
On rare occasions I step away from my primary theme in this blog. Christmas is certainly one of those. Many people I work with and many readers of this blog are not Christian, but I have not yet met or worked with anyone who does not appreciate the Christmas season as a time to exchange gifts with loved ones or enjoy the company of friends and family around a cup of cheer. So to all my friends, coworkers and blog readers, I wish you a very Merry Christmas and hope that this season will find you giving and receiving gifts that count.
What are the gifts that count? To answer that, I want to share with you a selection from a devotional talk given by President Dieter F. Uchtdorf, Second Counselor in the First Presidency of the Church of Jesus Christ of Latter-day Saints (of which I am a member) at the 2011 First Presidency Christmas Devotional.
“Christmas and some of the cherished traditions of the season remind us that we, like the Wise Men of old, should seek the Christ and lay before Him the most precious of gifts: a broken heart and a contrite spirit. We should offer Him our love. We should give Him our willingness to take upon ourselves His name and walk in the path of discipleship. We should promise to remember Him always, to emulate His example, and to go about doing good.
“We cannot offer Him the gift of perfection in all things because this is a gift beyond our capacity to give—at least for now. The Lord does not expect that we commit to move mountains. But He does require that we bring as gifts our best efforts to move ourselves, one foot in front of the other, walking in the ways He has prepared and taught.
“And what are the Savior’s gifts to those who are willing to bring these gifts to Him?
“This may be the most one-sided gift exchange in the history of the universe. The Savior’s gifts to us are breathtaking.
“Let us begin with immortality. Because the Savior overcame death, all men and women—both the just and the unjust—will live forever.
“Then, forgiveness—even though our sins and imperfections be as scarlet, they can become white as snow because of Him.
“And finally, eternal life—the greatest gift of all. Because of the Atonement of Christ, not only are we guaranteed an infinite quantity of life, but He offers the possibility of an unimaginable quality of life as well.
“Some of His divine gifts are reserved for that glorious future day when we return to His presence.
“But He extends many gifts and His grace to us every day. He promises to be with us, to come to us when we need comfort, to lift us when we stumble, to carry us if needed, to mourn and rejoice with us. Every day He offers to take us by the hand and help transform ordinary life into extraordinary spiritual experiences.”
Whether you celebrate the Christ and His birth this season or not, I wish you all peace and joy and a happy and prosperous new year.
Recently I came across an interesting list of top ten time wasters at work. I jotted them down but have lost the source, so I apologize for not providing the link. Here’s their list:
- Instant Messaging
- Over-Reliance on Email
- Meandering Meetings
- Short Gaps Between Meetings
- Reacting to Interruptions
- Ineffective Multi-Tasking
- Disorganized Workspace
- Personal Communication
- Web Surfing "Breaks"
- Cigarette/Coffee Breaks
It’s a decent list that one might find on many top ten sites, I’m sure. But it’s not terribly accurate. You see, the biggest time waster in the enterprise is the Meaningless, Meandering Meeting Machine. So here’s my revised list:
- Thinking about meetings.
- Planning meetings.
- Doodling in meetings.
- Talking about meetings.
- Scheduling and rescheduling meetings.
- Follow-up meetings.
- Looking or asking for minutes from meetings.
- Assuming people will do what was agreed to in meetings.
- Making lists about meetings.
I have seen good, productive employees become consumed by the Meaningless Meetings Machine. It is an endless recursive function leading to enterprise stack overflow. Sometimes executives are lost for months in the Machine and when employees smart enough or lucky enough to stay away from the Machine are asked if they have seen Mr. Soandso, they say, No, and hurriedly move on lest they too be sucked into the Machine.