The HeadHuntress Blog

Dilbert Inspired.

I was speaking with a candidate today, I won't call him Dilbert - but if I did I don't think he'd be offended. He sent me a Dilbert short. And it was hilarious. I won't try to explain, I wouldn't do it justice (if you email me, I'll send it your way)...bottom line? Dilbert's Mother was told by the family physician that unfortunately Dilbert was essentially "inflicted" with the Engineering Bug. That he would grow up socially inept but able to tear apart anything and re-create something entirely new. Technical chaos. Well paid, yet emotionally stunted - his Mother cried.

After I was done laughing, I found I had material for a new blog...I mean really - before you "Engineer types" entered my life - C++ was a grade on my son's report card that got him grounded, and Flash was a comic book hero.

Having clarity around your strengths and weaknesses puts you far ahead of most of the general population. I had it happen again recently - one of our favored clients asked me for assistance with their Business Continuity role. What the? And the first half dozen I spoke with? I asked a million questions, and per yewge - my candidates clued me in and taught me all I needed to know about the Bird Flu and what happens when. Fascinating. 

So, if you're a Dilbert, don't despair, your social skills might be questionable, but if you're good, you're invaluable and highly respected, if you're not, you're just weird. At least it's black and white.

Thanks to all the Dilberts out there who, rather patiently, fed me enough information to keep me from looking like an idiot.

Beyond the Technical Aspect

As little as ten years ago, a role in IT meant very little interaction with the rest of the company. IT was a closet, where the foundation of the company was housed. At the company's quarterly meeting, rarely did you hear about the "hot" new programs IT had implemented to make our jobs easier to manage. IT was like Mom and Dad - they were there, doing what they had to do - silently suffering through our growth years.

Now we have CIO's, CTO's, Implementation Managers - whose job is to (among a million other responsibilities (lest I offend. grin.)) A. Strategize and B. Explain that strategy to the rest of us who just don't get their language.

IT has come out of the closet. We want them in front of clients, we want them personalizing, we want them molding, shaping, diversifying. And it's a catch 22 - for those of us who got into IT for the anonymity, the autonomy, we've been shoved into the spotlight - but for those of us who have been ready to stretch beyond the closet - we're pumped. We're starting companies and running shows, we're in front of the clients - we're eye to eye with the sales guys and lovin it. Secretly, we feel smarter.

Take Me Higher

Promotions - - tenacity, performance and reward. We're often so busy working, we spend so much time in drive - we don't realize we've arrived - we forget to pause and look  up. Promotions are often realized when you become aware of what you have been contributing, and that you'd like to contribute more, in a leadership capacity. 

What you need first, is to believe you are the right person for the role. This is based as often on accumulated facts as it is on whether your inner voice is an overbearing wet blanket, or a cheerleader in a business suit. Aligning ourselves for a promotion is less complicated if we believe we are capable, suitable, and in fact, THE person for the job. You may have varying levels of "educating" to do, depending on how close your working relationship is with the next in line, the Boss, the Hiring Manager. So get your head in the game - you can't play if you're not pitching.

A few things to keep in mind:

1. They may not feel the same way. This is where the emotions take a back seat. This is business - and if what they say makes sense, let them know that - and urge them to work with you to achieve what's necessary to move you to the next level - invite them to challenge you.

2. If they don't agree, and the reasons don't ring reasonable - Cheeky response? Call me. On a serious note:  "Let's agree to disagree and see where that takes us. I believe I'm the right fit for this role, I'd like an opportunity to step in. If that's not where you see me at XYZ company, that's disappointing - still, I appreciate the time you took to meet with me and would appreciate you considering me for a leadership role in the future - I look forward to addressing your concerns." And then call me.

3. They feel the same way - but are tentative: Remind them that every role comes with a 90 day period of evaluation. A time for you and them to determine whether you are the best fit for the role, and if this role is the best option for your career path. It's amazing what a little reassurance will do, even in business.

4. They are right there with you and sky's the limit - know stepping in, what your goals are, that there will be increased responsibility, that other's in the company will look to you for answers, that the pressure is on. Promotions are not about the title - it's not a feet-up-on-the-desk - "I've arrived", pressures off ticket to easy street - It's more hours, more work, more responsibility. Make sure you're ready.

Footbridge Companies Founder, Rich O'Donnell - said yesterday in our company meeting - "We've arrived at a place where we step from small to mid-size company - and in this transition, we are able to create opportunities." Opportunity - it's only there if we see it, and believe in our own value and abilities.

Jennifer Tortorella - FootBridge's new "Director"

Counter Offers.

Oh it happens. You finally make a decision to jump on board another team, and your boss drives half a day to bring you back home.  The bottom line? Counter offers are never a good option, not even when you think they are.  Check out this BBJ article - covers it nicely.

Touch base regarding any of the posted roles - always interested in connecting with new candidates - please feel free to pass this Blog along to anyone you know who might be interested!