Category: Editorial

This piece was originally published on Oct 5, 2009. It is being re-run as Steve is away on sabbatical.

There was a time that I wanted to be a the CIO of a company. It was a goal, and I tried to really learn more about a variety of things. I wanted to be a better DBA, but I also learned more about other technologies, like networking and security. I also really worked on learning more about business in general, and the specific industries I’ve worked in. Asking lots of questions, trying to be sure that I would be prepared if the chance came for me to move into that role.

I’ve mostly abandoned the goal of becoming a CIO, but I still read about the position, trying to better understand the management point of view for many issues. Recently I ran across an article on how CIOs can better support their CEOs and thought it had some good advice, and not just advice for current CIOs.

I think lots of the items mentioned are techniques that the average DBA could use to better support his or her boss as well. Things like putting yourself in the manager’s shoes, making an effort to get regular face time, think about things from a business standpoint and more are ways that you can stand out from the rest of the workers.

Becoming successful in your career means working on your part to ensure that others around you are successful as well. If you don’t want to move up the corporate ladder, if your manager is happy with you and sees you as an asset, that’s good for you career. You are less likely to get laid off, and more likely to get little benefits, like training opportunities, better assignments, maybe even first choice of vacation times.

If you want to move up into management, other managers will also take note of someone that gets things done. They will be aware of you supporting your boss, and helping him or her out. That will win you support in other areas as you look to move your career along.

There are definitely some managers that take credit for your work. In that case it might be time to seek another job. For most of us, however, supporting the boss is a good way to grow our careers.

Steve Jones

This piece was originally published in Database Weekly on Oct 12, 2009. It is being re-run as Steve is away on sabbatical.

I’ve heard that it takes 2-3 weeks to develop a habit. Do something every day for that length of time and it will start to be a routine for you. I’m not sure it happens that quickly, but I know that after a couple of months, running became a habit for me, and became more enjoyable. It’s something that I now look forward to daily.

When something becomes a habit, or becomes part of our routine, we develop some skill with that. In our jobs, building those skills usually makes us more efficient. When you know the schema of your database or you can remember the syntax for a SQL command, you don’t have to look things up in Books Online, and you can code quicker. I know I’ve strived to develop habits over the years, ingraining certain tendencies that would allow me to get more work done in shorter periods of time, at a higher level of quality.

However technology changes. And sometimes sticking with those habits, those tried and true methods of solving problems, isn’t the best way to build your software. As new features come about, or products behave differently in new versions, sticking with the same methods for solving problems might not be the best way to continue to do well at your job.

I noticed a new blog series this week from Aaron Bertrand and Adam Machanic that looked at kicking some bad habits in the SQL Server world. There are some good posts in there, and I remember having some of these habits, and having to unlearn them and work on new habits. Moving from the old style joins to ANSI ones was a hard habit for me to break, but now I can’t go back. I even have trouble reading forum posts where someone has stuck to this style of join. Not all of these habits are bad in terms of performance, but I think it’s a good series on habits you can break that will make you a better coder on a team. Some of the items mentioned make it harder to share code with other people if you are still using them.

While it’s good to break habits, I don’t think that it’s worth jumping in and experimenting with every new change that comes along. It’s good to have some habits and familiar techniques lying around that make you efficient. Use them as long as they work. But pay attention, educate yourself, and read about changes. Talk to friends and learn what new things they’re trying. If something becomes a standard and makes sense, add it to your toolbox, and pull it out as often as you can.

That way you’ll build a new habit.

This editorial was originally published on Oct 7, 2009. It is being re-run as Steve is away on sabbatical.

You’re a corporate worker, building applications that your business uses to sell it’s widgets, gizmos, doohickeys, or ho-hums. Whether you’re a developer or a DBA, it’s not exciting work. Nothing to write home to Mom about with any level of enthusiasm. It’s a daily grind of CRUD applications designed to improve the efficiency of business workers who enter data, or view reports about how things work in the real world.

That seems to be a story played out in many companies all around the world. Lots of creative, talented people, all stuck in boring jobs cranking out code that supports the business. Over time they become jaded, un-motivated, or burned out at their jobs, perhaps even questioning their choice of career.

How do you motivate people in that situation?

I’ve seen lots of business seminars and presentations designed to increase moral, or somehow get people excited about their company. Most of them have failed miserably for me. I haven’t left feeling motivated, especially  over the couple last decades where it seems so many corporations’ management care little about their employees, and only about what their quarterly number will be. Or what their bonus might be as executives.

Even though they are paid differently, everyone has to feel appreciated. – Roger Staubach

It’s a great quote, and one that I think tells us what motivates people. We want praise, we want to be challenged, and we want to enjoy our work, but what we really need is to be appreciated. Make a worker feel like they matter and they will put up with and even enjoy their jobs more.

Steve Jones

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