In my Modern Resume presentation, I tried to structure it to go from easy to hard things to do in terms of branding yourself. So the order has been:
Actually I added research later, so that is at the end when it really is the easiest (I think) for people to do. Or maybe not. It requires some confidence in yourself to admit mistakes and ignorance, so maybe it’s not easy.
At a recent presentation I was discussing this with Andy Warren and he disagreed. He said blogging was hard for most people, that they can’t maintain it and my bias as a writer has me spending too much time on it.
I think I agree after some thought on the matter. Writing is hard for many people, and even though they recognize that it’s a skill they need to IT (writing, communicating), most people won’t do it any more than they have to.
So what is the correct order? How should I focus on them in my presentation? I think for the average guy/gal, the easiest things are likely :
I’ll play with the order, but I am interested to see what others think. My view is that speaking and authoring, trying to put out a message, is still hard, but volunteering your time and knowledge, either in IT or outside, is probably easier than blogging. Even leadership, being a team lead or project lead, is probably easier for most IT people.
I study karate on a regular basis, and over the years I've practiced a number of different martial arts, most of them in fairly strict in the traditions and routines of student behavior. When I started this new school with me son, it was a lot less strict. That was OK with me, I'm older, and it was a new business with a fellow IT worker leaving his job to pursue his dream of a martial arts school.
Old habits die hard, and I was used to bowing before I moved, before/after kata, and at other times, without exception. Most people in the school only bowed when asked (begining or the end of class, when the teacher mentioned it at the start of kata, before partner drills, etc.) However I bowed every time before I moved to change position, line up, keeping with the routine that had been drilled into me at many places.
After about a year, most people were doing the same thing. Our teacher had noticed, and actually called it out one day. I hadn’t really noticed the others since it wasn't something I cared about. I study for myself, and I've tried to pass that belief on to my son. Our instructor did say that I set an example, and he appreciated that.
By living the way I thought was proper, I’d influenced people. I'm not sure what I take from that, but it did make me realize that our actions change change lives, even passively.
I saw this book (It's Your Ship) in a Barnes and Noble and the title and cover attracted me. So I picked it up and read the back, thought it was interesting, and later grabbed it for the Kindle. I do still buy books from B&N, but for friends and family. I prefer my books on the Kindle.
As I started reading this book, I thought this was a book that everyone in management should read. And everyone that is a worker should recommend this to your managers, directors, VPs, and especially C-level people.
That thought hasn't wavered and now that I've finished it, I think more than ever this is a great management book that really describes well how you can lead. In the military or in business.
This is the story of Captain Michael Abrashoff's tour on the USS Benfold. He took over this ship, his first command, and a ship that was below average in many ways. After he received the command, he turned around the ship, making it the highest rated ship in the Navy. And not just in terms of getting people to perform as qualified sailors, but he reduced turnover, getting almost all of his sailors to re-enlist, he improved morale, lowered accidents, and really built an amazing group of people.
In many ways this reminded me of how great JD Edwards was to work for, though I think I recognize more flaws in their operations that Captain Abrashoff points out.
The book covers a variety of aspects of leadership, usually with stories about issues and problems encountered and how the Captain worked at it. Granted the job on a ship is different than a company, but with more serious consequences, however there are a lot of similarities.
There two big things I've gotten from the book. One is that you should empower your people, trusting them to make decisions, which is an old idea, but one that many managers overlook. The second is that you need to act quickly and decisively on issues, not letting them fester. In your actions, you have to show that people have to take responsibility, but that they also deserve a second chance.
Too many managers and attempted-leaders try to control workers, telling them what to do but not sending the message with their actions. Captain Abrashoff illustrates where he found ways to show people he meant what he said and I liked that.
I would have liked to hear more about things that didn't work since those mistakes can really help us grow, and there is a little at the end where he talks about problems he created with his policies, but they are problems with peers, not problems with his decisions. It's a motivational book, so I understand some of that, but it would have been a great learning experience to see mistakes being made and how they are corrected, or you back out of your actions.
I highly recommend this book.
