When is it time for a new job?

I subscribe to quite a few newsletters, and one of them is for job hunters. I have a great job, maybe the best job for me, but I like to keep in touch with what’s going on because I, well, I have job insecurity and worry about being without a job. I think this is leftover from childhood. I also want to know how to help others in finding their dream job.

Recently there was a question asking when it was time for a new job How can you tell (for yourself) when you should be seeking new opportunities? It might not be easy to recognize for many of you. Perhaps you don’t realize there are other opportunities you might appreciate because you’re comfortable. Perhaps you’re the frog in water that’s being heated so slowly that you don’t realize how poor your current situation is for your health.

Earlier in my career I was constantly looking for new opportunities. Whether that was within my current employer or outside, I was looking every month for other jobs, asking people what they liked about their position or employer, and regularly looking to increase my salary. I was working hard to drive my career forward in my 20s, both with opportunities to grow and more compensation.

In my 30s, I had children. They became important, and while I was aware of opportunities, I wasn’t actively looking to move unless I found myself in a very poor situation. Even then, I tolerated a couple of very poor managers for months because I had no options, little energy to look, and felt resigned at times. I worked on my career, but lightly. At some point, I somewhat fell into owning a business (with partners) with SQL Server Central. I had good and bad jobs, high and low stress, but I didn’t do enough to stop and think about my current situation at various points in time.

In my 40s, I found a great employer in Redgate, a company run the way I’d want to run my own company. I’ve been there 16 years, and I don’t ever want to look for a job. I still evaluate how I feel, and I appreciate the ability to log my feelings periodically in Thymometrics, which helps me decide if I’m satisfied. This is a service that lets you rate your position in many ways. I question myself, regularly, as I fill out the form and I often look at the historical trends. I measure those graphs against how I feel that day and decide if I need to make any changes in how I approach my job.

I’m older now, approaching retirement though not anytime soon. I don’t want to look for any more jobs, and I love the one I have. Thymometrics verifies this. My job has changed over the years, evolving to better help me support Redgate’s direction. Fortunately, I’ve enjoyed those changes. However, I do always keep an eye on my friends’ jobs and am aware of other opportunities. While I don’t expect to move, I’m always lightly looking. It pays to hope for the best but prepare for the worst.

I still touch my resume a few times a year and try to keep it up to date. I recommend you do the same.

Steve Jones

Listen to the podcast at Libsyn, Spotify, or iTunes.

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A New Word: Alazia

alazia– n. the fear that you’re no longer able to change..

I don’t have alazia. I’m always thinking I change, sometimes even when I don’t want to. Certainly my body continues to change as I age, which is very hard to take.

I do get set in ways, but I’m also willing to change and try new things. Not too often, or maybe not often, but I drive different routes, I notice different things and try new restaurants or experiences, I go to new places, I work differently and experiment to see if I can find something that works better, I like better, etc.

I live a DevOps life, experimenting and learning.

And changing

From the Dictionary of Obscure Sorrows

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Under the Bus

I’ve had a good career in database work. I’ve had success, and I’ve had some failures, fortunately the former far outpacing the latter. In my career across many companies, the code I’ve written has tended to work well, or at least well enough. I’ve managed systems and ensured a high uptime, and solved issues quickly. I have left quite a few jobs in technology, some because I was unhappy, some for better opportunities.

I was asked to leave one job. I disagreed with my boss, thought he was a jerk, and our CTO told me this person was more valuable than I was at that time. The CTO suggested I move on, so I did. That day.

I’ve been a manager of both development and operations groups at different positions. I learned as a manager that I praised my staff publicly and criticized them privately. That included taking blame for issues, but passing our kudos for success. A leader is responsible for the team, and that includes accepting the failures of individuals below them. That’s what I believe.

In the last few years, there has been a bit of a trend where managers blame individual contributors. The Equifax ex-CEO blamed a single person for not patching their servers prior to the attack. Solarwinds CEO blamed an intern for an issue with posting a password to GitHub. There are other examples, but in many cases, senior management is blaming someone far below them for a mistake.

I know technical people sometimes make decisions that are poor, they click the wrong thing, adjust the wrong server, or make some other mistake. However, in many cases, managers know about the work their people are doing. If they don’t, then isn’t that a management failure? While a manager might not know about patches, they know patching is important. It’s a manager’s job to place a priority on patching systems if this is important, and then ensuring someone verifies patches.

I don’t expect managers to check repos for passwords, but certainly there are tools to help detect his. I certainly get alerts about a few passwords in my test scripts posted to some repos. Again, a manager should ask that controls, checks, verifications, etc. are a part of any processes that need security.

I know that often the paychecks of senior managers are far above those of technical staff. I know it’s easy to blame someone making $60k a year and not accepting blame as a VP being paid $400k a year. I know that manure rolls downhill, but it’s disturbing that these executives aren’t being held accountable for the mistakes of their staff. It’s up to them to ensure that staff prioritizes what’s important, security, maintenance, whatever.

As an individual contributor, I find this behavior is a symptom of a poor culture. We’re not a team when upper management throws people under the bus. To me, it’s a sign I need to seek new employment.

Steve Jones

Listen to the podcast at Libsyn, Spotify, or iTunes.

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The London Redgate Summit Comes on Apr 17

I’m heading to the UK in a few weeks for the London Redgate Summit. This starts a wild period of travel for me, but I’m excited. This is the second Summit of 4 this year, and it’s a great chance for Redgate customers and prospects to learn about our three pillars of a better database environment:

  • End to End Database DevOps
  • Test Data Management
  • Monitoring

The schedule is out, with lots of great speakers on a variety of topics. We will have lots of other Redgate engineers and others. I’ve got a few sessions that day:

  • The New Database Landscape
  • Panel: Next-Gen Database DevOps: Introducing Platform Engineering
  • Essential Practices for Seamless Database Deployments
  • Panel: Why the database is increasingly important to the boardroom

However, there are three tracks running together: New and Future Tech, Deep Dives, and Thought Leadership. Bring a colleague (or two) and attend some different sessions and compare notes during the breaks. We’ve got a lot of info and experts, and this is a great chance to have a team outing. Or maybe a manager/technologist learning day.

The Redgate Summit is the best chance to interact with the company and learn how we want to partner with you. And that’s what we want to do.

We’re successful when our customers are successful.

That’s been an internal theme at the company as we’ve moved to subscription software. We are partners now with all our customers.

Join me at the the London Redgate Summit for a great time.

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