Information and Cyber Security Specialist (in CA) Candidate Profile

Lead Software Quality Assurance Engineer with 15 years of testing and QA background:

• Specialist in identifying security vulnerabilities, mitigating threats, and resolving other application defects for multiple browsers and operating systems.
• MS candidate in Cyber Security and Information Assurance with BS in Engineering
• Lead on application security testing, vulnerability and threat assessment, and BranchNet security and physical access control.
• Champion of test plan and test script development, test standards, and test processes.

 

Want to know more?

 

For the full resume or in an introduction to the client highlighted here, contact Stephen at Stephen@ittechexec.com directly.

Is Your Facebook Profile Job Search Ready?

A lot of people think that even though they have made their FB profiles "private" and have shared nothing more than their undying commitment to their favorite TV show or pictures of their children, that there is really nothing more to be done to their profiles when they launch a job search. As this infographic from Purdue University's Center for Career Opportunities shows, there are a few other things to think about.

The Big Data Squeeze

Is your data center ready for what's coming? This infographic from Forsythe Focus Magazine outlines what will be required from our data centers by 2020, when digital data is expected to increase by a factor of 44.

The Road to Promotion: Culture, Culture, Culture

There's very little doubt in the world of work that the word "culture" is the hot trend of the year. Everyone seems to be talking about it, from HR reps to career advisers to recruiters to CEOs to job candidates.  
Therefore, without question, as we move into the era of promotions, this issue of culture and "cultural fit" is going to play a large part.

And with it is going to come lots of discussion about your "soft skills"...you know, how well you play with others, how you are perceived by your staff and peers, how much of a team player you are.

 In other words, your personality is going to come under the microscope, and all those results and achievements you worked hard for will be weighed against it.

(Therefore, in a social media era that screams for authenticity, we are going to make sure we never get it. But I digress...)

 In other posts, I have questioned and written about some of the things that come with this quest for the right "culture". I have waxed philosophical about perception versus reality, I have asked just how much culture should matter in the workplace, and I have discussed the age of systems thinking in the workplace. In each case, I have received one common response: "It's ALL about culture! Perception is reality!"  

In the meantime, I've read blog post after blog post telling me that techies better get their soft skills in order.

So, in this post, rather than debate the finer points, I want to lay out some steps you can take in addressing the culture issue during the promotion vetting process:

• Don't forget soft skills on the resume. All too often those in technical careers want to focus on their skill sets and experience because to them those are what's needed to accomplish the goal. They tend to overlook the soft skills on the resume (partly because, for a time, it was considered redundant to include them). Therefore, it is wise to think of relevant ways to highlight them in the text of the resume. In other words, don't just say you are a hard worker, demonstrate that through the resume.
• Build a Testimonial page. Businesses do this to great effect, but individuals tend to be more uncomfortable with it; however, when the perceptions of those around you weigh more heavily than (or as heavily as) your measurable accomplishments, you need to find a way to showcase the feedback you've received from clients, colleagues, management, and staff. A testimonials page can help you do that. Hopefully, you have been keeping some of those kudos e-mails you've received because these testimonies about you are considered references, and in today's world of work, being "referable" is highly sought after.
• Spin it positive. For those who are more introverted or used to looking at problems all day, and coming up with solutions, positivity isn't necessarily a concern; directness is. But HR and management crave positivity, not necessarily straightforwardness. In other words, the parade is always sunny, so be careful not to rain on it (see what I mean about authenticity?)...So answer truthfully, but make sure to offer a positive outcome to each response.

No matter where you stand on the culture discussion....specifically, what exactly is a "good" cultural fit...there is no question that today's professionals are being asked to address it, especially when it comes to promotions.

LinkedIn Is a Numbers Game, After All

Not long ago, I published a post about social media, quality vs. quantity. In that post, I leaned heavily on quantity with a lot of quality mixed in. Basically, I said that you should have both.

Today, I want to talk about LinkedIn specifically, which I know might get me into a bit of trouble. It usually does because there are a lot of LI fanatics out there for whom LI is social media at its finest, and LI is often placed on its own pedestal. (So they get a little touchy when you try to burst that bubble....but my job is to "keep it real" for my technical job seekers, not to make them chase any more job market rabbits than they have to!)  

Like It or Not, LinkedIn Is a Numbers Game...If You Want to Play...And Sooner or Later, You Most Likely Do

Now, it might pretend to be something else, and you may be using it for something else. BUT as soon as you want LinkedIn to do more for you than just be an extension of your resume compiling your past career connections into one place (where you basically do nothing with them), then it becomes what all social media essentially becomes: a numbers game nonetheless. Here is a typical statement I hear from professionals on LinkedIn:

"I am VERY cautious about whom I connect with on LinkedIn. I only connect with people I know."

On the surface, it sounds like a good strategy. And it isn't all that bad if you aren't really looking to make a career move right now or in the foreseeable future. BUT as soon you enter into the realm of either active or passive job seeker, you will realize just how much of a numbers game LinkedIn really is.

And the tune will begin to change...

Here's why.

LinkedIn isn't really about 1st level connections, you know, those people you "know." Sure, that is great that you know 200 people, etc.

LinkedIn is really about 2nd level connections.

And the more 1st level connections you have, the more 2nd level connections you generate (remember the 6-degrees of Kevin Bacon?). And the more 2nd level connections you generate, the more likelihood of having better access to key decision makers in your target job search area. Not to mention, the better ranking you receive in LinkedIn search (the same is true for how many silly endorsements in a particular area you receive...did you even know you had a LinkedIn ranking? Sure you do, and it is basically numbers based.)

And even more important, we quickly realize that our 1st level connections are not often solidly in our "target market," those individuals within the field or industry we want to reach out to.  

So we need to do what every professional needs to do (and what LinkedIn is really about): network....with new people...people we've never met before.

Now, LinkedIn likes to play coy with this because essentially the company is in business to make a profit (it is not a nonprofit service, after all). Although it says that it is protecting you from the dreaded spam, really, LinkedIn wants you to buy into its Premium services. So, it entices you to network, lets you connect with your friends for free, and gives you access to groups. BUT then it makes it difficult for you to expand your network to connect with others you don't know unless you are given an introduction by one of your 1st level connections or pay for their InMail services (which LinkedIn claims everyone reads but very few do...trust me).

Thankfully, though, there are a couple workarounds that are quite effective (that is, at least until LinkedIn closes them off), and they have to do with LinkedIn groups.  

Groups provide great networking opportunities.

 If you are like me, you have joined some of the LinkedIn groups that were recommended to you (most likely by LinkedIn), but either you show up every once in a while or you never do. You're just out there as a passive member because, well, who has time to read through every post of every group you belong to?

Makes sense, except for the fact that these groups are your one "free" way to meet and network with other professionals in the same industry or profession as you. So there is some value in paying attention to what is happening in these groups and to targeting individuals you would like to meet. After all, LinkedIn gives you 3000 invites you can send out, so after "meeting" in the group, you can send someone an invite providing a reason for why you would like to connect with him or her.

Even better is that LinkedIn group members can send a private message to one another (provided a person has not shut off this feature) IF they are 2nd level connections or better. So this means that you can send a message to people in your groups introducing yourself without being so presumptuous as to send an unsolicited invite. Now, I wouldn't go around sending a message to everyone or sending anything that sounds like the dreaded "spam," but it is a good idea if you see someone who meets your target area for networking that you take the initiative of introducing yourself through a message.  

Don't let your connections sit in your wasteland, though.

Once you make these valuable new connections, now you have to decide what to do with them. Otherwise, your profile is just going to sit there with no real engagement with your contacts and you aren't really networking. Sure, they can see your "feed" as it comes through each day, but they aren't that vigilant (again, trust me). If you want an active network, then you have to wake up the sleeping giant, so to speak.

How do you do that? Figure out ways to be a value-added resource to your network and provide that value to them. Again, without "spamming," you want to reach out from time to time, touch base. Congratulate them on new jobs. Send them a link to a relevant article. Ask them how they are doing....  

Exhausted yet?

Networking is tiring. And the bigger your network gets, the more tiring it can become. BUT if you are building a network that focuses in on your target market (do you know what it is?), then the bigger the better. And LinkedIn is happy to help you play the game.

Product Management Engineer (in WI) Candidate Profile

Developer Advocate with 20+ years of product design and management experience:

• Specialist in enterprise cloud/SaaS solutions and virtualization assessment projects.
• Recognized for creating intuitive and effective API demos and product learning systems.
• Authored award-winning articles and served as editor of a network computing publication.
• Served as technology marketing lead to produce content and strategy.
• Designed and implemented IT strategy and systems development for large-scale company with more than 30 subsidiaries.

 

Want to know more?

For the full resume or in an introduction to the client highlighted here, contact Stephen at Stephen@ittechexec.com directly.

Demand for IT Networking Skills Continues to Rise

Did you know that IT networking is considered the second fastest growing occupation in the United States? According to the following infographic released by Cisco, it is.

Now, admittedly, Cisco has a lot to gain from the data presented here (i.e., "you need more Cisco certs!"), but I thought the stats still worth sharing across our network, especially with our NoddlePlace and ITtechExec followers who are looking to stay current on the future of IT.

The Road to Promotion: How Quickly They Forget

In my last post in this series called "The Road to Promotion," I touched on the short-term memories of many employers. In "The Road to Promotion: A Job Search Is a Job Search Is a," I went through some key points to consider when launching an internal promotion "campaign," and a main point that I want to reiterate here in more detail is how to remind employers of the contributions you've made.

Often when the promotion process starts, there is a disconnect between candidates and their employers. The candidates think their employers already "know" them and must surely remember all the wonderful things the candidate has done during his or her tenure. The employer, on the other hand, is usually thinking less about that and thinking more about strategy (or, often, politics). Therefore, the onus is then on the candidate to shift the focus back onto 2 things:  

1. What You've Already Done: Your Project Results and Solutions.

2. What You Still Have Left to Do: Your Innovative Ideas and Solutions.

To most effectively do these two things, hopefully you have been keeping track of your accomplishments from a Problems-Solutions-Results perspective. Also, hopefully, you have kept track of emails and other testimonials you have received from colleagues, clients, and management. Furthermore, you know you have ideas, things you see that could be improved. Here is your chance to showcase how you would go about using your new role to do that by building your own Innovation page.  

All of these items can be condensed into your promotion portfolio. Yes, promotion portfolio.

Don't just rely on performance reviews and whatever other data your current employer has on you. Don't just submit a resume. Make sure you have your own portfolio of your work to present.

Preparing Your Consulting Portfolio

No matter where you look expectations for consulting/contract work across the United States and globally are high. Some predictions are as high as 40% of the U.S. workforce will be contractors by 2020.

In the past, I have discussed some important issues to keep in mind when transitioning to a consulting role ("Five Steps to a Better IT Consulting Business" and "Hey, Consultants Are Entrepreneurs Too")....the biggest one being that as soon as you go from employee to contractor, you are now a small business owner, something that is often overlooked by independent contractors when they first start out. And even if your old employer is your one and only client, you need to begin to think like a business owner while continuing to massage your corporate presence. You are now walking in two worlds.

Because even if the job hasn't changed much, the relationship has.

In this post, I want to look at the importance of preparing a consulting portfolio. All too often, professionals apply for consulting jobs in the same manner they would apply for an in-house position, but even though once again the window dressing might look the same, the role is different and requires a slightly different approach.

Furthermore, with 40% of the workforce headed into consulting roles, competition is going to be strong.

 

The good news is that most won't be properly prepared, but you can be.

Here are some steps you can take to prepare a high-quality consulting portfolio:

• Your resume still matters. There are a lot of people out there saying that resumes are dead and that no one reads resumes so don't really bother. It's a nice sentiment typically coming from people who aren't out there trying to get a new job or contracting gig. But with consulting work, in particular, your resume should always be updated and ready to go. Read or not, someone will ask you for one before they hire you. And if you are doing short-term contract roles, that means you will be using it a lot. And you should know how to represent all those consulting roles on your resume in a way that is easy to review.
• Your LinkedIn Profile matters even more. With social recruiting on the rise, you want to be found. And when you're found, you want to have something to say. Sure, link up your resume with your profile, but make sure the profile is dynamic as well...and optimized for LI search. If no one is contacting you....or they are contacting you for ill-fitting roles, chances are that your profile is missing the mark. Remember, you are in business for yourself now. This is your marketing tool.
• Own your domain name. Personally, I think all consultants should have a website, even if it starts out as nothing more than an online business card. But at the very least, go buy your domain name. That's your personal name. Please see my post on this for more details, but essentially, you want to own your personal brand online, especially if you are going to be a contractor.
• Build a Problems-Solutions-Results (PSR) page. I've been a bit of a broken record about this one lately, but with consulting work, I think this is a very good option. Although you still need a chronological resume, as an addendum to it, you should highlight a few key projects and build the PSR page to show the problem, the solution you and your team came up with, and the results of your efforts. This means getting better at tracking your work and understanding how to quantify the results.
• Be innovative. Here is another subject I've been passionate about. Companies want to see that you have experience and skills but also ideas. Creating an innovation page helps you to lay out your knowledgebase and what you plan to do with it. Prepare some ideas that are either industry or position based (or both) and showcase how you would implement them. This takes some thinking and skill, but it can be very effective in showing new contracts how you think and that you are looking forward.

With a consulting portfolio that hits these key target areas, and does it well, you will be on solid footing for the competition that has already begun and is sure to heat up.

A Career in IT: Is It "All Ball Bearings Nowadays?"

"It's all ball bearings nowadays "

In case you aren't a Fletch junkie like me, this line is delivered by Chevy Chase in this "epic" film, where the main character Fletch (played by Chase) is an investigative journalist working undercover. At one point, he pretends to be an aircraft technician working in an aircraft hangar. Two other technicians, who begin to doubt his "technical knowledge," ask him a technical question, to which he famously replies, "It's all ball bearings nowadays."

It's one of those classic movie scenes that, if you are like me, you can use to annoy friends and family whenever some situation arises that even slightly remotely seems to fit the line.

Today, I want to use it to talk about some changes occurring in the IT job market that are shifting the landscape of what it means to have a "career in IT."

Right now there seems to be two camps, and they aren't necessarily opposed to one another. One says that the IT job market is ripe for non-IT people because soft skills are paramount. The other says those with true tech knowledge (and industry experience...and a desire to be more in "management") will be moved into other business areas within the organization with a dotted line back to old "IT." Together, these camps create a new image for the IT career path.

Below is more of an overview of these two camps:  

The Ball Bearings Camp

In this camp, non-techies are welcome, if not courted. The general belief is that anybody can learn IT...at least enough of it to get by (while the rest is outsourced to service providers anyway...the true "techies"). What matters most is that you are smart and execution oriented. Here are some key attitudes that are now starting to take hold in this arena (right or wrong, good or bad):

• Soft skills are more important than tech skills.
• Non-tech people can learn IT "on the fly."
• Business intelligence is an avenue into the tech world.
• We can never have too many project managers.

The general advice is to brush up on some IT "lingo" (aka computer code) and sell, sell, sell those communication and fast-learning skills.  

The "IT Is Everywhere" Camp

In this camp, it is IT that is taking over organizations, and tech knowledge in combination with business acumen/industry experience is king. IT pros are branching out across the organization into marketing, logistics, and other functions outside of IT into more strategic business partner roles. No longer is the path to CIO the only road to follow.  

The end result will be departments filled with (1) IT wannabes with strong soft skills and business operations backgrounds and (2) true techies who can envision how technology impacts industry and productivity and who want more of a management or strategic role.

 For those techies who want to remain in a hands-on tech experience, however, they will be pushed into contract and service provider roles, brought in to support in-house IT (who is busy "thinking" about IT..haha).

Therefore, the idea of someone "in IT" or who "knows IT" will become more and more nuanced. And separating out the depth of one's knowledgebase will be tougher to do, so that like the two technicians in Fletch, you may have to wonder whether it really is "all ball bearings nowadays."

IT Executive (Orange County, CA) Candidate Profile

CIO/CTO/Executive VP with 20+ years of Technology Leadership and Management expertise:

 

• Turnaround specialist, reversing 6+ years of major technical service delivery issues, bringing about complete transformation of IT infrastructure, mission-critical systems, governance standards, team composition, and IT culture.
• IT leader in PMO and IT Governance, Business System Integration and Optimization, and Cloud Services and Outsourcing.
• Keen recruiter of top technical talent, replacing poor performers with high-caliber specialists.
• MBA with Certified Master Project Manager (MPM), CISSP, and MCP credentials.

 

Want to know more?

For the full resume or in an introduction to the client highlighted here, contact Stephen at Stephen@ittechexec.com directly.

The Road to Promotion: A Job Search Is a Job Search Is a...

I've spent a great deal of time over the last year discussing how internal promotions will be on the rise over the next several years. After what has generally been a lull for at least the last 5 years in particular, this is welcome news. But it comes with a price: strong competition for the coveted spots so many have been waiting in the wings for.

So far in my "Road to Promotion" series, I have talked about the value of building a forward-looking innovation page that outlines ideas tech candidates can put forth to showcase how they can use their tech skills and background to be a true strategic partner for their organizations.

In this post, I'd like to look at the promotion process more broadly and point out a key factor that, for a variety of reasons, seems to get overlooked by most internal candidates.

The Job Promotion Process Is Just a Job Search by Another Name

Because of our familiarity with the organization and often our own sense of, well, entitlement (we've worked for them for 10 years, we deserve this), often when it comes to putting in for a promotion, we fail to approach it with the same gusto we do with an external search. And this is a mistake....maybe an even bigger one than being lax in your external search.

Why?  

Because with the internal process, no matter what happens, you still have to work there afterward.

At least with an external search, if you mess up or it doesn't go as well as hoped, you move on to the next opportunity. With the internal promotion process, you don't always get a second chance or it may be a long time in between opportunities.

Furthermore, if you thought the competition was fierce in an external search, just wait until you get into the internal promotion process. Now, most likely you are competing against some of your esteemed internal colleagues (who all think they deserve this promotion too) AS WELL AS the top external candidates your company is paying search firms to find. (And let's face it, more times than not, companies will lean toward bringing in a strong external candidate if they think it is the "sexier" hire.)  

With that said, your approach to the promotion process needs to be every bit as serious, if not more so, than your approach to the external search.

Here are some key tips for getting prepared to conduct your promotion process:

• Don't skimp out or rush through preparing your tech or IT resume...no matter what your internal "source" is telling you. I have seen this happen with candidates in the past, and it is a shame. They think because they are internal (and someone told them the job was theirs for the asking), the quality of the resume is less important because "no one reads it anyway." The problem, though, is that 1) no job is ever "yours" until its "yours" and 2) if there is strong competition, your resume will be reviewed against the others. Go back to your school days...don't submit shoddy work and expect a high grade.
• Brush up on your social media profiles. At the very least make sure your LinkedIn profile and Facebook bios are "cleaned" up and something you are proud of. Employers are checking! If you are one of those who thinks you are smart by staying off of social media, think again. As crazy as it might sound (and it is), not having a LinkedIn profile can typecast you as not engaged in today's marketplace. Over the next several years, companies are going to be embracing social media more and more, and they are going to be looking to their employees to help them with it (God help us all...).
• Optimize your LinkedIn profile to attract recruiters. OK, now I know this one sounds odd. After all, you are going for an internal promotion, right? Yes...but wouldn't it be nice to have leverage? Wouldn't it be nice to have a better understanding of your "value" in the marketplace, not just within your organization? This approach isn't meant to put your employer's back against the wall, but it is wise to have a good sense of your marketability. Some people are nervous to speak with recruiters unless they are really "ready," but in truth, finding a recruiter who has a placement for your skills is not as easy as you might think. And you can always turn him or her down! The point is that you don't want your current organization, as wonderful as it is, telling you what you're worth. Test the market and see for yourself so you can, gently, let them know what an asset they have.
• Recognize that employers have amnesia. No matter what you deserve, when it comes to the promotion process, the onus (fair or not) is on you to remind your employer what contributions you have made. They generally have short memories...in case you haven't noticed. AND they tend to play politics, which means they will easily forget what you've done if they think they have already made up their minds. One of the best tools you can bring to the table is a Project Highlights page along with a Testimonials page. Because you are on top of things, I am sure you have been keeping tracking of all your projects (and the results) and have kept emails and other messages from clients, management, or peers that have praised the work you have done...right? I hope so! Think of yourself as a small business owner who must remind a client of all the wonderful things his company has done for the client in the past, so that the client will hire his company again and again. In other words, let's make it as difficult as possible to turn you down.

The internal promotion process, in my mind, is one of the best types of job search there is because it can mean capitalizing on your current engagement and maximizing its potential without having to look elsewhere. BUT too often professionals don't take it seriously enough and expect their tenure with the company to "speak for itself." Good or bad, that is asking a lot, and it rarely plays out that way. So overprepare if you have to, but don't let it slip away.

The Age of Systems Thinking

If you aren't yet familiar with the term "systems thinking" (particularly as used outside of an engineering context), don't feel bad. Chances are, though, that if you work in an organizational setting, you might be experiencing some of its effects.

A recent client of mine was hit with it firsthand right before the holidays when his company decided to issue all new titles (or now "component names") and restructure the physical setup of the office (or now "community"). The phrase "systems thinking" was not used, but its effects were clear: less individualism, more collectivism; parts or components in relation to the whole.

Two Heads Are Better Than One

Systems thinking in its broad sense is a way of analyzing how a system's parts interrelate and cooperate in the processes of the system. It relies heavily on reinforcing and balancing these processes to create stability, usually through feedback, to evaluate the approach that is most productive to the system. If you were to contrast it with traditional analysis, the traditional method breaks systems down into the separate parts and analyzes/evaluates them individually instead of looking at them collectively and the relationship between the different elements. Systems thinking has been attributed to Jay Forrester from MIT's Sloan School of Management, who originated the concept in 1956.

One of today's main proponents of systems thinking is Peter Senge, also at MIT's Sloan School of Management, who has spoken extensively on how systems thinking should be applied in organizations to move away from highlighting "smart individuals" to "collective intelligence." According to Prof. Senge, we all operate in "webs of interdependence" aka "systems." For instance, we have our family, our community, our company.

And within these systems, we have complex problems that individually we cannot seem to solve, for various reasons, but that affect all of us. Thus, by bringing together our "collective," we can "triangulate" to come together to try to resolve the problem. Even more so, instead of just solving problems, we can also be a part of the creative process...moving from a reactive role into a proactive one.

The Dawning of a New Age

Essentially, the sky's the limit in systems thinking, thanks to the meeting of collective minds all energized around the same vision. Gone are the days of the need for a hero or an agreed-upon truth. And it goes much further beyond how companies operate into other social spheres, such as education and global citizenship, and into a deeper philosophical realm.

 I mean, who needs a savior when you can have a collective...right?

Opponents argue that there are undercurrents of "group think" and socialist political agendas at work here, claims that systems thinkers categorically deny (although, historically, collective action thinking, if not systems thinking specifically, has had socialist roots).

Undoubtedly, it is hard to argue against the value of collective minds coming together to create and resolve complex issues. And it would be nice to envision a work environment where the contribution of each team member was brought into balance with the whole "system" for the greater good.

But the overall philosophy of systems thinking does lend itself to some interesting questions:

• Don't we still need "smart individuals" to make up the "collective"? It seems, then, that individualism would still have value, and why is recognizing that individualism such a threat to the collective?
• Is heroism bad? After all, don't heroic leaders inspire and build that energy needed to sustain the collective?
• What do we do about ambition? Personal achievement? Is it wrong to want that? Can you really subdue it anyway, and if so, how?
• What happens to the unconverted? The collective might allow for different viewpoints, but it relies on a common purpose.
• Is the creative process always better when done in a collective sense?
• Solving one social problem as a collective could lead to others. After all, the atomic bomb was invented in a collective that thought it was working for the greater good. Is a collective omniscient?
• How do you enforce equal effort in a collective? Anyone who has ever worked in a team environment knows the difficulty in getting all members to put forth the same amount of effort or provide the same amount of talent. What do you do about freeloaders? What type of enforcement would be needed then?
• Do 100 flawed individuals ever achieve perfection? Even with calculating our corresponding strengths, we still won't reach 100%. So there are limits. What do you do with the weakest link conundrum?

Communal concepts or "collectives" have come and gone across the ages (like ~3000 of them; there really is nothing "new")...with a strong emphasis on "gone." So for systems thinking or collective action to be most effective, it seems it would have to overcome the same issues these other communes have faced: the extreme desire for individualism and the need to implement high-cost social mechanisms to ensure an equal commitment to cooperate.

Otherwise, what started out as a utopian ideal could get real ugly real fast.

Technical Job Search: You Say "Engagement"; I Say "Value-Add"

OK, so maybe I am going to play a semantics game today, but...I promise it does have a point, especially if you are trying to figure out how to make the buzzword of the hour "engagement" work in your technical job search.

Not too long ago I published a post called "Tweet Your Way to the Top or Something Like That." In that post, I outlined some of the key factors involved in making a social media site like Twitter turn into more than just conversation, even very good conversation.  

Essentially, you can have all the "engagement" you want in today's job search, whether it is online or face-to-face in industry networking groups, but when you understand "value-add," then you will find success in any form of networking.

OK, so you might be thinking, "what's the difference?"

Here's where things most often get lost.

"Engagement" is an interesting word that is basically being used loosely in marketing/networking circles. Engagement is either simply the arrangement of a meeting in a particular time and place or the act of being emotionally committed to something, such as a marriage betrothal (you can also use it to talk about "being in gear" or in reference to a military event). I'm pretty sure when we are networking, we want more than just to show up at the same time and place and we aren't looking for anything quite so dramatic as a marriage proposal!

No, when most people use the word "engagement" in a social media sense, what they are really talking about is being "engaging," which means to draw favorable attention or interest. In other words, you become so interesting to the other person that he or she is drawn to speaking with you. You are so engaging that they are fully engaged in the conversation.  

Generally speaking, we all like to be around people who are "engaging."

But, contrary to popular belief, being engaging alone is not really what makes a person good at networking. Sure, it helps "draw" people in. Extroverts generally get a leg up in that regard, but...and this is a big BUT, being "engaging" is not the same thing as persuading someone to take action on your part.  

And let's face it, when you are networking, ultimately that is what you are hoping happens: action. You are looking for someone(s) to take action.

 So here's where introverts generally have the advantage. Introverts are less comfortable with the "wooing" side of networking; they want their interactions to be right to the point and to count. So when networking, they look for ways to refer and recommend resources to their connections. In other words, they add value because they know that is what they are looking for in return, connections who offer them a value-added experience. If you notice, there is action involved.

(Now, if you can find a way to be both engaging and value-adding, well, now you're likely more than just an effective networker but also a top sales performer because you've understood a basic sales principle: You've given people a "reason" to speak with you and an "excuse" to buy into what you have to say.)

 So when you are dreading your next networking event or toiling over how to make social media work in your technical job search, think more about how you can provide value to your connections. Think recommendation and referral. Be that resource on such and such subject that people go to because they find you credible. My guess is that by shifting the focus onto value, you will become more "engaging" in a natural sense.

The Road to Promotion: Building an Innovation Page

In an earlier post, "Problems-Solutions-Results: Is PSR Part of Your IT Resume Portfolio?", I discussed the story of two IT directors that on paper had similar backgrounds and experience. One of them was successful in his effort to advance his career while the other ended up frustrated. One of the differentiators discussed was the use of a Problems-Solutions-Results (PSR) page by the successful one.  

The reason the PSR page was so effective is that it met the demand of many employers in showcasing the candidate's IT background as a strategic business partner.

Along these same lines, another item in the IT resume portfolio arsenal also might be what we call an "innovation" page. Unlike the chronological resume and the PSR page, which look back over a candidate's career, an innovation page looks ahead.  

An innovation page proposes ideas and concepts that are relevant to a candidate's background or industry.

It could be especially useful in the internal promotion process or for candidates who want to focus in on a specific company or two. After all, internal promotions will be on the rise over the next several years, and competition for these coveted spots will be fierce.  

Companies have been clear with their tech candidates: Bring something forward-looking to offer.

An innovation page could help you do just that.

Astronautical Systems Engineering Leader (in CA) Candidate Profile

Engineering Leader in Astronautical Systems Engineering | Composite Materials Solutions | Project Management | Research & Testing:

• PhD, Astronautical Engineering
• Master of Science (MS), Astronautical Engineering
• Aerospace engineer in charge of systems architecture and integration
• Champion of project management, research, and technical advisory activities related to the structural durability of composite materials exposed to extreme and severe conditions

 

Want to know more?

For the full resume or in an introduction to the client highlighted here, contact Stephen at Stephen@ittechexec.com directly.

Waiting Around for Technical Career Advancement Is Time Consuming!

In two previous posts ("Who Sets the Rules in Your Career?" and "The Top 2 Technical Career Motivators"), I focused quite a bit on what motivates us the most when it comes to our careers. In this post, I am going to discuss what seems to be the least thing that motivates us: time.

 

Obsessing about time is not the same thing as being motivated by it.

If there's one thing that all professionals seem to have in common it is our obsession with discussing time. We are constantly trying to get the "timing right," waiting for the "right time," when the "time is right." In fact, there is so much discussion about this scarce resource that you might be fooled into thinking that we really did care about it! Or that it really did motivate us to take action! Techies are no different. When it comes to technical career advancement, they too seem to be waiting around for their "time."

 

Time is more of a de-motivator than a motivator.

Think about it: It's not what we say, it's what we do. So although we might "say" a lot of things about time, how does that affect what we do? In many, many cases, the more we talk, the less we actually do.

 

The time is rarely right...until afterward.

How many times have you heard someone say, "I guess the time was just right"? More often that not, it's a great line to use after we've made a change AND everything has worked out well. But typically, when you make the first move, you generally aren't sure. You've read all the signs, prayed for a miracle, and started making a few calls...and you're just hoping that you've timed it all perfectly! But what we're really saying is that we just don't want to try and fail...

 

And even if the time is right...you're not ready.

Unfortunately, because we've been waiting and waiting for the right time, when "it" does come (whatever "it" is), we're not ready because preparation didn't seem necessary (it's rarely a sexy buy). And pretty soon we're scrambling to get ourselves presentable for that opportunity.

 

Don't let time be your reason and your excuse for poor career management.

In the world of sales, there is an argument that a person needs to have both a reason and an excuse to buy something (or NOT to buy something). I would argue that more often than not we will ignore the reason (logic) in favor of the excuse (emotion).

For instance, it often doesn't matter that we know we should be managing our own career advancement. We have a ton of great reasons to do so! The logic part is easy.

BUT, just because we aren't sure about the timing, we'll let that be a good excuse to get out of actually doing anything about it. And, thus, what we are really saying (but not saying) is that our emotion doesn't line up with our reason. So we don't make the investment.

Listen. There's not a lot of fun in the idea of career management. And the thought of constant career management is daunting, at best. It would be really nice if the stars all aligned and the right timing was always clear.

 

But there is nothing so time consuming as waiting around for nothing to happen.

So what should you be doing?

1. Maximize your potential with your current engagement: Are you tracking and building a project highlights portfolio? As I mentioned in an earlier post (“The Era of Promotions Will Return“), internal promotions will be on the rise within the next few years and the competition will be tight. It’s tough to go back and remember. You need to be documenting now.
2. Position yourself to attract recruiters now BEFORE you need them: Recruiters will not admit it, but they much prefer to chase you rather than the other way around. They like finding hot prospects they can “steal” away from competitors. Remember, you can always turn them down…so why miss out on potential opportunities? Isn’t it nice to be wanted for a change?
3. Begin building a network pipeline: In the world of online businesses, content marketing is key right now. And “engagement” is the word of the hour. Professionals need to take some tips from this world. Are you referable? If so, does your network show that? And I am not just talking about LinkedIn recommendations and endorsements…have you built a credible online brand? It’s better to consider these things NOW before you need them…because you will need them…the job market is changing, and social recruiting is here.

If you can start making strides in these areas, then "timing" will be less of a discussion because you will begin creating opportunities for yourself, and the "time" will almost always be right!

She-Geeks: Is This The Era of Women in STEM?

A lot has been made in recent years about the shortage of women in science, technology, engineering, and mathematics (otherwise known as "STEM") fields. There seems be a great deal of conjecture on why more women are not taking up these fields, but according to this infographic from TechSchool.com, that might be changing as females could be the answer to helping to stem the talent shortage across STEM fields. According to recent reports, 45% of the MIT student body is female, showing a closing of the gender gap in this arena.

Tell Us What You Think

Do you think efforts by colleges and universities as well as by other groups like the Girl Scouts to encourage more females to take up STEM careers will have a significant impact on the job market in the years to come? Feel free to leave your comments here.

Problems-Solutions-Results: Is PSR Part of Your IT Resume Portfolio?

Here's the story of two IT directors. Both were engaged with medium-size operations, and both had 15+ years of experience building, launching, and maintaining/transforming IT organizations. And both spent about 6 months putting feelers out conducting a job search. Although they live in two different areas of the country, on paper, at least, they were comparable.

But only one of them had success, while the other was left wondering what went wrong.

Although there are a variety of factors involved with any search, in this particular case, the IT director who successfully landed a new position had something in his arsenal that made a big impact in each and every interview he engaged in: a PSR page.

Problems-Solutions-Results

Traditionally, IT and technical resumes have followed a chronological format, and by and large, they should continue to do so. However, poor hiring practices combined with a flood of potential candidates are making it difficult for companies to differentiate good talent from bad. A PSR page as an addendum to your chronological resume can help do just that.

Simply stated, a PSR page (emphasis here on page singular, not pages plural; keep it pithy!) should highlight two or three of the most complex projects you have worked on, providing an overview of the problem, the solutions you employed to resolve it, and the quantifiable results of your efforts (saved $X or X downtime, etc.).

The idea here is that you are showing two things: 1) how you problem solve and 2) that you recognize your work in IT as a strategic business partner, transforming and enhancing business operations.

For the successful IT director, this approach had a big impact because he was able to go beyond just listing credentials and he was separating himself out from the herd by showcasing the scope and complexity of the work he had done.

So if you haven't considered putting together a PSR page, you should. It just might make the difference.

What to Expect When You're Expecting Healthcare IT

With the healthcare IT arena exploding right now, here is a brief overview of what to expect if this is a sector you want to break into. Candidates should be aware that despite the strong job market in HIT, the need for developer and programming skills is a must (as it is throughout the tech arena). So be sure to brush up on at least some code before you even apply.

Programming Skills in Demand

• SQL
• Java
• HTML
• JavaScript
• XML
• C#
• C++
• ASP.NET
• PHP
• C

Top 10 Cities for Healthcare IT Jobs

• Boston
• Washington, DC
• NYC
• Chicago
• Dallas
• San Francisco
• Atlanta
• Philadelphia
• Austin
• Nashville