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10 Least Wanted Co-Workers

By Jonathan Littman and Marc Hershon, co-authors of "I Hate People!"

You might be searching for a job -- or just trying to hold on to one for dear life. Times are rough, and not everyone's on their best behavior. But whether you're seeking employment or firmly ensconced in a solid position, one of your biggest challenges is navigating people at the office. People who stick their noses in your cube or trick you into doing their work; people who just have to tell you about some lame blog -- again.

In our book, "I Hate People! Kick Loose from the Overbearing and Underhanded Jerks at Work and Get What You Want Out of Your Job," we call these people the "10 Least Wanted." Some drive you to distraction like water torture. Others may be fatal to your career.

Learn to identify them at a glance or a few words. Counter their productivity-sapping powers with our ready strategies.

1. Stop sign
People who always shoot down your ideas are not your friends. Devil's Advocate is another term for these naysayers. The larger your company, the more likely you'll run into Stop Signs who try to strangle your innovative ideas like weeds. Counter their negativity with invitations to do a "build." Respond with: "How might we make this work?" Or, "What changes might make this practical?" For those looking for a job, if your questions get quickly swatted down by your job interviewer, expect that job to be shackled by Stop Signs.

2. FlimFlam
FlimFlams have a gift for catching you off-guard and conning you into doing a favor that ends up being a time suck: taking on the client from hell or signing up for the business trip to Cleveland. The best defense is to request details: a page on the project in writing. When they balk, you balk. What's a good clue that the company you're interviewing with views you as a mark to be targeted?  Pronouncements such as, "Employees here are very dedicated. This is a 24/7 company ..."

3. Bulldozer
They're bullhorns in meetings and are about as easy to stop as a freight train. The worst bulldozers are bullies.  If they're co-workers and can't be avoided, you're going to need some muscle. "Unreasonable," is a good word for calmly responding to their assaults. Hold your ground with, "I won't be pushed around." Upon receiving a bullying e-mail, blind carbon-copy (BCC) the evidence to your boss or co-workers. If the Bulldozer is your boss, consider a new job -- or the fight of your life.

4. Smiley face
If the eyebrows and eyelids don't -- move, it's a phony smile. Odds are they've got something dastardly up their sleeve or are hiring you for a hellish job. Never smile back at a Smiley Face, especially in a job interview. Counter instead with a serious but thoughtful expression. If the Smiley Face happens to be a co-worker, ask what he's smiling about. That usually deflates the phony grin.

5. Liar liar
Technology has made it easy for workers to lie about not getting that e-mail or voice mail, leaving you holding the bag and covering up their errors. Again, a paper trail is a strong defense. You may also want to try the soft approach of a little truth encouragement to pierce the veil of deception: "George, help me make sense of these numbers." During a job interview, subtle questions can reveal whether you are about to enter a Liar Liar culture. "How has the company done financially the past few quarters?"

6. Switchblade
People who talk out of school are dangerous. Today they may be trashing your cubemate. Tomorrow they're dishing on you -- to the boss. The work place is a jungle. Be wary of those who may view you as a steppingstone to big game.

7. Minute man
They just want a minute of your time. And then another minute. Turn your back as often as possible on Minute Man. Look busy -- even if you aren't. If you can't close a door, hang a partial curtain at your cube entrance to ward off intruders or wear headphones. You'll know the Minute Men when you see them, that idle expression as they hang around trying to find any excuse not to work.

8. Know-It-None
Thanks to the Internet, Wikipedia and Google, you're likely surrounded by Know-It-Nones. "What's your source on that?" is often a good defense. Or a distracted, "That's interesting." A few well-researched questions about the history of the company during a job interview may often reveal you're about to enter a culture of Know-It-Nones. If they don't know the first thing about their own company, what does that say about their competence?

9. Spreadsheet
Find yourself filling out form after form during interview after interview?  Beware. You may soon be surrounded by Spreadsheets. They hand you thick binders on company policies. The rules: everything you can't do. Now, every company needs its share of Spreadsheets to keep projects on track and dole out the resources, but some companies may squeeze so tight you can't breathe.

10. Sheeple
Sheeple love meetings. They only perform "approved work tasks," and are happiest when hiding in the herd. If your job interviews are conducted by more than one person, that's a sign you're about to be branded -- and sheared. Unless you want to sleep away the rest of your career, run from Sheeple as fast as possible.

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The Networks of Tomorrow...Content Centric Networking

Photo by KaCey97007, flickr Creative Commons

 

Cloud computing? Ha, that"s yesterdays news dude. Virtual data center OS"s , common, virtualization is older than my 100MB Iomega Zip drive. And IPv6, you"re living in the past man! It"s time to get with the program and step into the future. Well, how about some semblance of the future which at least might partially find it"s way into reality, maybe, someday. Decisive enough? I guess when it comes to the future nothing is for sure, let alone my prognostications (the current value of my stock portfolio will serve as ample evidence). But there is some really cool work going on out there by some really big brains who are looking a lot farther ahead than the next fiscal year. So let"s take a peek and step into the world of tomorrow...(queue eerie background music)

 

First up is Content Centric Networking led by famed Internet pioneer Van Jacobson. You know Van Jacobson, the prior Chief Scientist for Cisco and now Research Fellow for PARC who is probably most noted for RFC 1144 more commonly known as TCP/IP header compression. He also co-wrote a few network tools you may have heard of like traceroute and tcpdump. While at Lawrence Berkeley Laboratory he was one of the leaders in the development effort of the multicast backbone (MBone). His group developed the first popular Internet multimedia tools (vic, vat, wb) laying the groundwork for many of the current commercial multicast applications. Ok, so this guys obviously been around the block a few times but what"s the deal with CCN? When the Internet protocols were first developed they were done so with the objective of resource sharing. My mainframe has a printer and yours doesn"t. Your system sends a packet to my address and that packet becomes ink on paper. This is all very appropriate when you want to access a resource such as a printer. The location of that resource is fixed. It"s on my mainframe and that"s the only place you can find it. The communication is inherently built upon these node to node conversations where what I"m looking for is closely bound to it"s physical location.

 

The world of today is much more focused on content. The overwhelming use of today"s networks is to acquire named chunks of data like a web page or email message. Communicating chunks of named data strictly through a conversational model like TCP/IP is not very efficient when compared to models based on dissemination. So one of the major design philosophies of CCN is data has a name, not a location. A user makes a request for content from the network and that content arrives from wherever it is most appropriate. If I want to read page 6 from a translation of the Tao Te Ching and that happens to be in a cache of my ISP, I"d like it from there, thank you very much, rather than having to go to Beijing and back. But CCN goes further than just caching. Each chunk of data is signed by its owner so I can be assured that it originated from the source I requested it from. Trust is built right into the network. Network security is more than just SSL pipes without a clue whether the data in those pipes is valid. Integrity and trust are derived from the data, not the channel it arrived on. There is a lot more to CCN and a lot more that still needs to be worked out. Van does a fascinating job explaining the in"s and out"s in the following link to a Google Tech Talk on YouTube called "A New Way to look at Networking". It is very interesting and slightly hieratical in terms of today"s network architectural philosophies. Have a look and I bet you"ll never see your network quite the same way.

"A New Way to look at Networking"

Next up, Dyanmic Circuit Networking. Circuit switched networking? That"s right, everything old is new again

 

Jason Dowd is a Network Architect for a large health system in South Florida and an independent consultant who helps enterprise clients design and implement leading-edge technologies. Mr. Dowd has achieved a number of industry certifications including CCNP, CCDP, CCVP, CCSP, Certified Sniffer Professional and ITIL Foundation Certified in IT Service Management.

 
Project Management: This means you!

 

Project Management...These can be two of the scariest words for an IT person. Why? Because we"re used to working with technology not creating scopes of work or documenting design requirements. I"m sure Henry Gantt was a great guy but I don"t like spending my time pouring over his charts. IT people aren"t exactly known for their literary eloquence either, I mean neither, oh whatever! I don"t express myself all that well with the written word so putting a project down on paper that other people are going to be reading can be down right scary. Besides, I know what I"m doing. I"ve got it all in my head. Well, at least most of the time anyway. The cold hard truth is that as your projects get bigger and more complex, so does the number of things you have to keep track of. Learning some basic project management can make your life a lot easier, your projects better, and you a lot sexier. Well maybe not that last one so much but it couldn"t hurt.

 

A great place to start learning about putting a project together is in the curriculum of the CCDA. I know the CCDA isn"t quite as popular as the CCNA, but it has a lot of great stuff about how to organize and implement network projects. Take a look for yourself, its helped me out quite a bit and I think it will do the same for you. Now I"m not going to be getting my PMP any time soon (actually not ever). But below I"ve outlined a basic project plan that I"ve used before. Not everything listed is appropriate for every project so pick and choose what makes sense for your project. One pearl of wisdom I"ve picked up is the use of bullet points. That"s right, those floating solid black indented dots. The great thing about bullet points is you don"t have to make complete sentences when you use them. You also don"t have to tie your sentences together in some coherent way. So use them everywhere and anywhere to make your life easier.

 

Purpose, Overview, Summary (whatever you"d like to call it)

Begin with a clear simple explanation of what issues you"re trying to solve. Why are you going through all this effort instead of spending the day surfing aimlessly on the Net?

 

Design Requirements

List each of the requirements your project needs to meet. You"re not thinking of specific vendors at this point. Just the things that are going to mean a successful project. Include network diagrams and any other documentation that helps to make things clear.

 

Scope (I know, this is a scary word)

This is optional but can be helpful. The scope sets the boundaries of the project. In the Design Requirements you stated what had to be in your project. The scope defines what is out of bounds. "The project will include buildings 1 and 2. Buildings 3 and 4 will be addressed at a later time."

 


At this point you have something you can hand out to vendors. I like to include at least 2, 3 is better. Let them come in and present their solutions. Even if you feel like you know what solution you want to go with, it"s good to go through this exercise. It shows you"ve done your due diligence and you maybe surprised what other vendors have to offer. Besides, it keeps your primary vendors on their toes. You can usually get them to through in some free training or network management software into the deal. Don"t give it away for free, let"em work for it!


Lab Testing

  • Document testing topology, physical and logical

  • Outline the tests to be performed and what will be measured

  • Perform tests and record results

  • Test network management. How Is this solution going to work with your network management software?

  • Document everything and make it available to the rest of your group. Ask for feedback. 10 heads are better than 1.

 

Pilot Testing

  • What group or area are you selecting to test and why?

  • Document testing topology, physical and logical

  • Outline tests to be performed and what will be measured

  • Get sign off from pilot group of successful testing

  • Document everything and make it available to the rest of your group. Ask for feedback. 10 heads are better than 1.

 

Implementation Plan

  • How will this changed be rolled out?

  • What tests need to be performed to insure everything is working properly after changes are made?

  • What is the backout plan?

  • Under what conditions should the backout plan be implemented?

 

Jason Dowd is a Network Architect for a large health system in South Florida and an independent consultant who helps enterprise clients design and implement leading-edge technologies. Mr. Dowd has achieved a number of industry certifications including CCNP, CCDP, CCVP, CCSP, Certified Sniffer Professional and ITIL Foundation Certified in IT Service Management.

 
Open Longest Path First

 

In networking it"s usually desirable for traffic to take the shortest path. In life however that"s not always the best way to do things. In fact it"s rarely the best way. Like many people I enjoy listening to music. And like life, the point of musical composition is not to get to the end. If it were the fastest musicians would be the best, and the most successful people would be the ones who committed suicide . So what are we to say of certification? Is it the shortest path or perhaps a path a bit longer that will serve you best?

 

I"ve been there myself. You"re excited about getting certified. You can"t wait to get that certificate on your cube wall and that new line on your resume. Maybe you"ve got the cert already listed on your resume, just to see how it would look. Boy does it look good! I can"t wait to get certified!

 

Well, hold on, maybe I can wait. Now I can go on about how it"s not the destination it"s the journey that is the reward. But surely those are just pretty words. It doesn"t get you a new job or a raise right? Everyone around you is getting certified and "I better hurry up and get mine!" I"ve seen posts in many forums about what is the "quickest" and "fastest" way to get certified and I"ve been down that road. I studied and crammed to take that test and got it done in a month instead of two. What did it buy me, nothing really except higher blood pressure and a drawer full of Rolaids wrappers.

 

Along the way I"ve come to the understanding that this really isn"t the best way, at least for me, to go about things. For one, I don"t need the pressure. Just preparing to sit down in front of the test studying at a reasonable pace can be nerve racking enough without squeezing it all down into a potential anxiety attack. Number two, I definitely don"t retain as much after the test when I"m flying through studying the material. I may remember it for test day, but ask me in a month and maybe not. When I"m on the job and a network isn"t being routed and I need to find out why, I better know because that"s what the other people on my team depend on me for and more importantly that"s what I expect of myself. Probably the most important reason is I enjoy what I do, and I hate taking things I enjoy and turning them into things I don"t. I like playing with routers and firewalls. I like making things talk to one another. I don"t want to spoil that. Most of the people I know that are the best in IT do it because they enjoy doing it. And if you enjoy what you do you are going to be successful. In fact, you can"t help but be successful. So from my perspective, the certifications will come as long as I just keep doing what I enjoy at my own pace. I"d encourage others to do the same. I think you"ll finding it more rewarding and better for your career in the long run.

 

Jason Dowd is a Network Architect for a large health system in South Florida and an independent consultant who helps enterprise clients design and implement leading-edge technologies. Mr. Dowd has achieved a number of industry certifications including CCNP, CCDP, CCVP, CCSP, Certified Sniffer Professional and ITIL Foundation Certified in IT Service Management.