You a top dog leader?

So you say you are a good boss?  Really?  What makes a good boss?  Many things out there to rate what you shouldn't do, what about what should you do?

As we discovered in being a leader, bosses aren’t usually aware that they are bad bosses. The fact is that nobody wants to believe they’re the problem. Nevertheless, there’s a bell curve for all things involving people, which means there are few really bad bosses, few really good bosses, and most of you fall somewhere in the middle.

To me that says, for the vast majority of you, there’s lots of room for improvement. Including myself. So if you’re not exhibiting any of the 7 Signs of a bad boss, that’s great; pat yourself on the back. Still, if you really want to up your management game, maybe even vault into the executive or ownership ranks someday, you’d better start doing at least a few of these 10 Things That Good Bosses Do.

Incidentally, this isn’t from some academic study. These are real attributes of real bosses, culled from decades of observation, which motivate and inspire employees to perform at their best.  Including some of my own real life experiences.

Top 10 Things that make a top dog boss -

1: Pay people what they’re worth, not what you can get away with. What you lose in expense you gain back several fold in performance.

2: Take the time to share your experiences and insights.  Labels like mentor and coach are overused. Let’s be specific here. Employees learn from those generous enough to share their experiences and insights. They don’t need a best friend or a shoulder to cry on.

3: Tell it to employees straight, even when it’s bad news. To me, the single most important thing any boss can do is to man up and tell it to people straight. No BS, no sugarcoating, especially when it’s bad news or corrective feedback. People can see through the smoke and you just damage the relationship long term.

4: Manage up… effectively. Good bosses keep management off employee’s backs. Most people don’t get this, but the most important aspect of that is giving management what they need to do their jobs. That’s what keeps management away.

5: Take the heat and share the praise. It takes courage to take the heat and humility to share the praise. That comes naturally to great bosses; the rest of us have to pick it up as we go. Pat them on the back, shake a hand, say thank you. 

6: Delegate responsibility, not tasks. Every boss delegates, but the crappy ones think that means dumping tasks they hate on workers — i.e., s**t rolls downhill. Good bosses delegate responsibility and hold people accountable. That’s fulfilling and fosters professional growth.  Don't be afraid to roll up your sleeve and help out under crunch time.  Even if your role is taking out the trash or getting food for your staff - it goes a long way.

7: Encourage employees to hone their natural abilities and challenge them to overcome their issues. That’s called getting people to perform at their best.

8: Build team spirit. As we learned before, great groups outperform great individuals. And great leaders build great teams. Celebrate team wins!

9: Treat employees the way they deserve to be treated. You always hear people say they deserve respect and to be treated as equals. Well, some may not want to hear this, but a) respect must be earned and b) most workers are not their boss’s equals.

10: Inspire your people. All the above motivate people, but few bosses have the ability to truly inspire their employees. How? By sharing their passion for the business. By knowing just what to say and do at just the right time to take the edge off or turn a tough situation around. Genuine anecdotes help a lot. So does a good sense of humor.

How do you rate?All this adds up to an environment where people feel appreciated, recognized, challenged, and appropriately compensated. So what do you think? How do you measure up on the good boss scale?

Keep positive!

Scott Arnett
scott.arnett@charter.net

Veterans Day

Veterans Day is a time to reflect on the many contributions our veterans have made -- and the sacrifices that go along with it. The men and women who choose to serve in our Armed Forces are doing something truly extraordinary.

This year I lost a friend in the Armed Forces and how tough that is but more so how proud we are of him.  My grandfathers and father served in the Armed Forces, and I take the time today to reflect upon their sacrifices and many contributions. 

Whether we agree with the wars, or the politics around them or not, we respect those that serve.  We go to the graveside of the fallen with respect, reverence and leave our agenda, politics and views at the gate.  This is no place for protest, or religious views or rants.  This is sacred ground.

“Grant me the Serenity to accept the things I can not change, Courage to change the things I can, and Wisdom to know the difference.” – Dr. Reinhold Niebuhr (excerpt from the Serenity Prayer)


Today my friends, we honor those that wear the uniform and show our thanks, gratitude and respect.

Scott Arnett
scott.arnett@charter.net

Good Old Days

I was talking the other day to a colleague, one whom I have known over 20 years, and of course we took a walk down memory lane.  Remember when IT was fun, we did this, or had to do that.  But the conversation came back around to what did happen to the IT profession.  Has the IT field changed as much as the technology itself?  Why are the jobs going offshore, why doesn't the business understand, and the conversation quickly takes a turn. 

IT jobs have gone offshore to balance a budget, and make the numbers look good, regardless of quality or the rework that has to take place.  In addition, blind to the security risks and data leak.  Furthermore, IT has become very process heavy - are we killing our ability to provide an agile, fast moving, responsive organization?  We want controls in place to protect the organization from unplanned outages, and to show structure, but has it gone over the top?

IT seems to be this animal the top management can't figure out how to manage or understand.  Some take the easy route and say we will just outsource the entire organization.  To which many has become a disaster and now they have to bring in back inside.  The problem is, have a strong CIO at the table with the CEO, CFO and be a business partner.  Having IT report up through finance or operations usually does not lend itself to high success in the organization.  Time to take a step back and take a look at this key business partner is engaged in delivering business capabilities to the business.

IT technology has changed over the years, dramatically, but so hasn't the profession.  New skills are needed, new process, new management styles.  We have to change to align with the technology, the business, and the change in culture. 

The old IT guys can change, bring your wisdom with you, your battle scars, and always strive to understand first, act second.  There is the ability to teach an old dog new tricks!

Keep positive

Scott Arnett
scott.arnett@charter.net

Change Management

I read an interesting article this past week on how some of the IT "Leaders" are saying ITIL has seen the prime is on a dowward spiral.  Really?  The organizations that have embraced ITIL and found value - probably would not agree.  Yes, there are those organizations that took on ITIL and failed - but that was the approach, not the methodology nor the value it brings when done properly. 

I have talked a few times on my blog about Change Management.  If you do any ITIL - start and maintain Change Management. If you don't track your changes, then your incident response has to include finding out what changed - right?  Having a managed and structure environment really ensures your environment can quickly respond in the event something happens.  Planned or unplanned - have documentation. 

Change Management:

• Want to manage risks to the organization
• Reduce risk to a level acceptable to management
• Need to also enable the organization by quickly responding to changes
• Need to design the process accordingly
• Have a solid process

Have a great change advisory board, have full participation and do it right!  Check back again this week for my thoughts on Emergency Change.

Scott Arnett
scott.arnett@charter.net

 

Cisco MARS: Worth the price?

Looking for that enterprise wide management tool for your network hardware?  Think Cisco MARS is the answer?  In November of 2009, Cisco Systems Inc. announced that its MARS security information and event management (SIEM) product would no longer support integration with third-party products. As such, should enterprises still consider MARS when looking at SIEM products, or is the vendor lock-in too high a price to pay?

What value does MARS bring now that other tools can't?  I remember looking at MARS product in early 2000, it fell short of expectations then, where is it now?  First, a little background: What is MARS? Quoting from Cisco's Frequently Asked Questions (FAQ), the vendor's Security Monitoring, Analysis and Response System, or MARS for short, is an "appliance-based, all-inclusive solution that allows network and security administration to monitor, identify, isolate and counter security threats." Basically, MARS is Cisco's attempt at a unified security monitoring and mitigation platform that allows the appliances within Cisco's security product portfolio to interact with each other and effectively address security threats in a timely manner (sometimes in real time).

Cisco MARS belongs to a family of products that has its roots in log management. A traditional log management platform attempts to provide a central repository for collecting events from servers, firewalls, switches, routers and even Web services. Most log management platforms come with a pretty robust parsing engine with some ability to trigger alerts on preset search signatures. These search signatures are highly customizable, providing extensive regular expression matching. To give you an example, search signatures could be set up to trigger alerts when accounts are created or deleted on systems, device configurations are modified or system failures take place, among others. This provides a pretty effective way to track down system or security events. These platforms also come with preconfigured alert packages that help organizations address compliance requirements like PCI DSS.  Wait a minute - doesn't it let me configure switches or do a mass IOS update?

How is MARS different? MARS is a SIEM product, and, like other SIEM products, it offers baseline log management features and extends to provide intelligent threat analysis and threat mitigation capabilities on security events received from a wide variety of sources. It might be easier to understand where MARS fits into the enterprise by running through an example. Since a Cisco product is our focus, I have kept this example Cisco-centric.

Let's say Company A likes to stay informed on the latest security threats and has a robust security infrastructure to provide it visibility into various parts of its network. Company A has deployed a firewall with an inline intrusion prevention (IPS) module, and has also deployed a Web security gateway to provide traditional URL and reputation filtering with malware intelligence. This architecture is augmented by an endpoint security product that combines a host-based IPS with acceptable use policy enforcement and traditional antivirus protection. To disallow unauthorized systems from connecting to its network, the company also employs a network access control (NAC) system. Finally, Company A also hosts an ecommerce platform at a service provider.  But what about my non-Cisco UTM products I have at the edge?

As you can see, Company A likes to keep on top of security with point products addressing security at multiple levels. But having all these point products makes it difficult -- if not impossible -- to manage, monitor and mitigate security risks in a timely manner. In other words, Company A has rightly implemented a multi-layered security strategy, but the effectiveness and timeliness of its risk mitigation capabilities would be compromised by the sheer number of devices providing information. But by adding a SIEM product to the mix, Company A can use intelligent correlation to take the alerts and data from each of the point products that the company has in place, aggregate and normalize them to remove repeat entries (damping), and then apply built-in security rules to identify threats and effectively mitigate them. The last action -- the actual application of the rules -- is the most critical step to successfully identifying a security threat.

Now that we've discussed the security function that SIEM tools like Cisco's MARS provide, the question emerges: How crucial is third-party interoperability? The answer: very. As the point of SIEM technologies is to be able to correlate data from a variety of sources, a SIEM's inability to talk to some or any of those sources renders it marginally useful at best, and marginally useful is not reason enough to spend a significant amount of money on a SIEM. 

Given the change in Cisco direction on the product, and that most enterprises are not Cisco 100%, it is no longer a good fit, nor for the money.  I can think of better products that are enterprise wide and bring in all my vendor products and give me a holistic view.  Sorry Cisco - you missed the boat on this one!

Scott Arnett
scott.arnett@charter.net

Employee Expense - Company Expense?

You know I got a great email the other day from someone following this blog, and it really has been on my mind since reading.  The email is around company(s) who are no longer paying employee expenses like that of Internet connectivity, cell phones, long distance and the list goes on.  Does this really amount to a reduction in salary?  The employee out of pocket expenses to have the job has really increased. 

This individual is really struggling with paying these expenses, ISP, cell, Long Distance and so forth.  The company says it is a privilege of flexible work options, and they are just doing what other companies are doing.  Does this individual cut these services to keep the family a float, and if so, what impact might it have on their employment status.  Does this put the employee at a disadvantage? What are my thoughts on this.

Have been thinking for several days on this, as it is a complicated situation.  With permission, I wanted to add this to the blog as others are facing this same situation.  It is important to understand that your primary obligation is to your family.  You are working to provide for your family, not the company.  If the company will no longer reimburse the employee for Internet connectivity, cell phone and other expenses, then the employee has to bring those expenses into check.  Cell phone is not a necessity, and can go away at anytime.  If it is essential for the company to reach you anytime, anywhere, they would provide the phone.  Kill the cell and let your supervisor know - in writing.  I would also evaluate the Internet connection and shop for the best deal, and bandwidth you can afford. 

Yes, it is true that companies are taking advantage of the economic climate and are placing undo burden on the backs of the employees.  In addition, it is hurting morale, and employee partnership.  It is a shame this course of action has taken place over a few dollars per employee per month.  But it is what it is, and the employee has to protect their interests and family well being. 

I recommend all communication of change be in writing with the supervisor and/or human resources.  I would also encourage the employee always keep their options open and in today's climate be looking at their 3 - 5 year goals and direction. 

A unified SAN-LAN Management tool make sense?

Brocade launched a unified resource management application for storage and Ethernet networking devices, and pledged to upgrade its entire SAN platform to 16 Gbps Fibre Channel by the middle of next year.

Brocade Network Advisor combines Brocade's Data Center Fabric Manager for Fibre Channel SANs and the IronView Network Manager for managing the Ethernet networking platform that Brocade acquired when it bought Foundry Networks. The new application will let customers manage devices for SANs and LANs as well as wireless and Multiprotocol Label Switching networks from one interface. Sounds like a good tool.

Many ask if Fibre Channel over Ethernet is really the way to go.  I have read the articles and opinions of others that they should remain seperate.  Does it make sense to maintain all these individual networks, or is enterprise network with segmentation a good plan?  To many eggs in one basket? If you have a core switch go down, is the business impact to significant? 

Goes back to your network design doesn't it?  Building redundancy, self healing, multi route and proper failover is key now isn't it?  Can't take short cuts on the network anymore can you?  It is essential now with so much riding on the network that the investment, the design, and the support is there.  Now, put unified communications, video, presence and numerous applications on that network - you have a great deal of risk to the business. 

If the network is now very vital to the business, why is it that we are not putting the hardware, bandwidth, security and proper staff into the network?  The financial impact to have an adequate network is substantial, the financial impact to have a failed network is substantial.  I propose to you that as IT Leaders, we need to do a better job helping the business understand that the network is the life line of the business.

A unified SAN-LAN Management tool makes sense to me.  If you can have a tool to see across the enterprise and bring efficiency to your support team, it always makes sense.  The tool looks to be a great resource, has some great flow, and benefits.  I was impressed with the tool, and see it bring value to your network team. 

Keep positive!

Scott Arnett

scott.arnett@charter.net