Sometimes an IT manger just has to lead to get things done.
THE DISCUSSION
I was hit with a drive-by tasking the other day. You know, one of those things that pop up at the end of the day (in this case 1645) while discussing something totally unrelated. The tasker started with “while I have you on the phone…”. Yes, nice and innocuous but then the hammer dropped. And since the requestor was a Commander I guess tag, I was it.
So I engaged and pealed back the onion. This was a two week old issue involving 4 different units and three different network shops. Yes, the Army has one big network but different units O&M the segments under their responsibility. Like all fine network techs they were working the issue. But like all fine network techs the issue was bouncing like a ping pong ball between the three shops. I know you’ve experienced this problem yourself. The issue, while not a mission impact problem, affected multiple users. To make matters worse, this minor issue (I won’t even tell you what it was because you will laugh) had made its way up to a Brigadier General. Now I had a star waiting for an answer.
That night I made calls to the three network techs working the issue to get a status. The next morning I did the same and realized that overnight not a lot of progress had been made on the problem. Ok, I let them all know this was their number one priority and that a General was waiting for the fix action. I next sent an email to the three letting them know it was the priority. I also CC’d the management chain in each unit to ensure I had their support. I also asked for status updates from the three techs every two hours. Don’t forget only one of the units was mine.
After four hours the network configuration causing the problem had been found. After six hours the problem was fixed.
Remember; problems need fixes and sometimes you have to step outside your area of responsibility to make things happen. Sometimes I’d rather beg for forgiveness then ask permission.
THE ACTION
1. Engage an issue when needed.
2. Don’t let problems become ping pong balls.
3. Engage higher management even if they are outside your organization. What they know won’t hurt them especially if you have a plan.
4. Let the techs know you are watching and leading. Most of the times problems find solutions.
5. When you find a problem be a leader.
HINT: Most of the time folks want to do their best and work a problem but they just need a leader to make a decision.
-DO IT NOW AND ENGAGE-
