The Double-Edged Grindstone

Are you doing okay out there? I hope that you’re well and not running yourself thin with all the craziness still going on. Sometimes it seems like we can’t catch a break and that work and everything keep us going all the time. In fact, that specific feeling and the resulting drive around it is what I wanted to talk about today.

People have drive. We want to be better. We want to learn and grow and change. Whether it’s getting a faster time running a 5K or learning new skills to help our career along. Humans can do amazing things given the right motivation and resource availability. I know because I taught myself a semester of macroeconomics in a Waffle House the night before the final exam. Sure, I was groggy and crashed for a 10-hour nap after the final but I did pass!

It’s that kind of ability to push ourselves past our limits that both defines us and threatens to destroy us. I’m a huge fan of reading and fiction. Growing up I latched on to the Battletech novels, especially those written by Michael A. Stackpole. In his book Lost Destiny there is a great discussion about honing your skills and what it may end up costing you:

Were we to proceed, it would be the battle of the knife against the grindstone. Yes, we would get sharper, we would win great victories, but in the end, we would be ground away to nothing.

 

Running in Place

That quote hit home for me during my CCIE lab attempt training. I spent my free time after work labbing everything I could get my hands on. I would log on about 8pm every night after my eldest went to sleep and lab until midnight. Every night was the same chore. No time for television or reading anything other than a Cisco Press book. Instead, I drilled until I could provision EtherChannels in my sleep and could redistribute routes without a second thought in four different ways. I felt like I was getting so much accomplished!

I also felt tired all the time. I had no outlet to relax. I spent every waking minute of my free time focused on sharpening my skills. As above, you could practically hear the edge of the knife on the grindstone. I was razor-focused on completing this task. As I learned later in life, the joys of hyper focus in ADHD had a lot to do with that.

It wasn’t until I got through my lab that the true measure of this honing process hit home. I spent the weekend after my attempt hanging out with some friends away from technology and the whole time I felt unsettled. I watched horrible movies on the Sci-Fi channel and couldn’t get comfortable. I was antsy and wound up, even though I’d just completed a huge milestone! It wasn’t until about a week later that I was finally able to put a name to this anxiety. I listened to the little voice in my head repeating over and over again in my downtime: “You really should be studying something right now.”

I was in search of my next grindstone. My knife was sharp, but I knew it could be sharper still with the next certification or piece of knowledge. It took me a while before I could quiet that voice and focus on restoring some semblance of my life as I had known it before my lab attempts. Even now there are times when I feel like I should be studying or writing or creating something instead of unwinding with a book or a camping trip to the woods.

The rush of dopamine that we get from learning new things or performing skills to perfection cannot be understated. It makes us feel good. It makes us want to keep doing it to continue that stream of good feelings. We could focus on it to the detriment of our other hobbies or our social lives. And that was in the time before when we could go out whenever we wanted! In the current state of the pandemic it’s easy to get wrapped up in something without the ability to force yourself to walk away from it, as anyone with a half-filled room full of a new hobby can tell you.

Setting Goals with Limits

What’s the solution then? Do we just keep grinding away until there’s nothing left? Do we become the best left-handed underwater basket weaver that has ever existed? Do we keep forcing ourselves to run the same video game level over and over again until we’re perfect, even if that means not getting out of our house for weeks at a time? Can we do something repeatedly until we are destroyed by it?

The key is to set goals but to make them in such a way as to set limits on them. We do this all the time in the opposite direction. When we have a task we don’t like to do we force ourselves to do it for a set amount of time. Maybe it’s an hour of reconciling the checkbook or thirty minutes of exercise. But if it’s something you enjoy you have to set limits on it as well to avoid that burnout.

Find something you really like to do, such as reading a book. However, instead of devouring that book until it’s finished in one sitting and staying up until 4am to finish it, set an alarm to cut yourself off after an hour or two. Be honest with yourself. When the alarm goes off, stop reading and do something else. You could even pair it with a task you like less to use the little dopamine boost to help you through your other activity.

It’s not fun to stop doing something we like doing even when it’s something that is going to make us a better person or better employee. However, you’ll soon see that having that extra time to reinforce what you’ve learned or collect your thoughts does more for you that just binging something until you’re completely exhausted by it.

Remember when TV shows came out weekly? We had to wait until next Thursday for the new episode? Remember how much you looked forward to that day? Or maybe even the return of the new season in the fall? That kind of anticipation helps motivate you. Being able to consume all the content in one sitting for 8-10 hours leaves you feeling great at first. Later, when your dopamine goes back to normal you’re going to feel down. You’ll also realize you can’t get the same hit again because you have consumed your current resource of it. By limiting what you can do at one time you’re going to find that you can keep that great feeling going without burning yourself out.

Yes, this does absolutely apply to studying for things. Your brain needs time to lock in the knowledge. If you’ve ever tried to memorize something you know that you need to spend time thinking of something else and come back to that item before you really learn it. The only thing that transfers knowledge from short-term memory to long-term memory is time. There are no shortcuts. And the more you press the edge of the knife agains the stone the more you lose in the long run because the available resources are just gone.


Tom’s Take

I’m not qualified to delve into the psychoanalysis part of all this stuff. I just know how it works for me because that’s who I am. I can shut out the world and plow through something for hours at a time if I want. I’ve done it many times in my career with both work and personal tasks. But it’s taken a long time for me to finally realize that sprinting like that for extended periods of time will eventually wear you away to nothing. Even the best runners in the world need to rest. Even the smartest people in the industry need to not think about things for a while. You do too. Take some time today or tomorrow or even next week to set goals and limits for yourself. You’ll find that you enjoy the things you do and learn more with those limits in place and you’ll wind up a happier, healthier person. You’ll be sharp and ready instead of a pile of dust under the grindstone.

Planning For The Worst Case You Can’t Think Of

Remember that Slack outage earlier this month? The one that happened when we all got back from vacation and tried to jump on to share cat memes and emojis? We all chalked it up to gremlins and went on going through our pile of email until it came back up. The post-mortem came out yesterday and there were two things that were interesting to me. Both of them have implications on reliability planning and how we handle the worst-case scenarios we come up with.

It’s Out of Our Hands

The first thing that came up in the report was that the specific cause for the outage came from an AWS Transit Gateway not being able to scale fast enough to handle the demand spike that came when we all went back to work on the morning of January 4th. What, the cloud can’t scale?

The cloud is practically limitless when it comes to resources. We can create instances with massive CPU resources or storage allocations or even networking pipelines. However, we can’t create them instantly. No matter how much we need it takes time to do the basic provisioning to get it up and running. It’s the old story of eating an elephant. We do it one bite at a time. Normally we tell the story to talk about breaking a task down into smaller parts. In this case, it’s a reminder that even the biggest thing out there has to be dealt with in small pieces as well.

Slack learned this lesson the hard way. Why? Because they couldn’t foresee a time when their service was so popular that the amount of traffic rushing to their servers crushed the transit gateways. Other companies have had to learn this lesson the hard way too. Disney crawled on launch day because of demand. The release of a new game that requires downloading and patching on Day One also puts stress on servers. Even the lines outside of department stores on Black Friday (in less pandemic-driven years) are examples of what happens when capacity planning doesn’t meet demand.

When you plan for your worst case scenario, you have to think the unthinkable. Instead of asking yourself what might happen if everyone logs on at the same time you also need to ask when happens if they try and something goes wrong. I spent a lot of time in my former job thinking about simple little exercises like VDI boot storms, where office workers can push a storage system to the breaking point by simply turning all their machines on at the same time. It’s the equivalent of being on a shared network resource like a cable modem during the Super Bowl. There aren’t any resources available for you to use.

When we plan for capacity, we have to realize that even our most optimistic projections of usage are going to be conservative if we take off or go viral. Rather than guessing what that might be, take an hour every six months and readjust your projections. See how fast you’re growing. Plan for that crazy scenario where everyone decides to log on at the same time on a day where no one has had their coffee yet. And be ready for what happens when someone throws a wrench into the middle of the process.

What Happens When It Goes Wrong?

The second thing that came up in the Slack post-mortem that is just as worrisome was the behavior of the application when it realized there was a connection timeout. The app started waiting for the pathway to be open again. And guess what happened when AWS was able to scale the transit gateway? Slack clients started hammering the servers with connection requests. The result was something akin to a Distributed Denial-of-Service (DDoS) attack.

Why would the Slack client do this? I think it has something to do with the way the developers coded it and didn’t anticipate every client trying to reconnect all at once. It’s not entirely unsound thinking to be honest. How could we live in a world where every Slack user would be disconnected all at once? Yet, we do and it did and look what happened?

Ethernet figured this part out a long time ago. The CSMA/CD method for detecting collisions on a layer 2 connection has an ingenious solution for what happens when a collision is detected. Once it realizes that there was a problem on the wire it stops what is going on and calculates a random backoff timer based on the number of detected collisions. Once that timer has expired it attempts to transmit again. Because there has to be another station involved in a collision incident both stations do this. The random element of the timer calculation ensures that the likelihood of both stations choosing to transmit again at the same time is very, very low.

If Ethernet behaved like the Slack client did we would never resolve collisions. If every station on a layer 2 network immediately tried to retransmit without a backoff timer the bus would be jammed constantly. The architects of the protocol figured out that every station needs a cool off period to clear the wire before trying again. And it needs to be different for every station so there is no overlap.

Slack really needs to take this idea into account. Rather than pouncing on a connection as soon as it’s available there needs to be a backoff timer that prevents the servers from being swamped. Even a few hundred milliseconds per client could have prevented this outage from getting as big as it did. Slack didn’t plan beyond the worst case scenario because they never conceived of their worst case scenario coming to pass. How could it get worse than something we couldn’t imagine happening?


Tom’s Take

If you design systems or call yourself a reliability engineer, you need to develop a hobby of coming up with disastrous scenarios. Think of the worst possible way for something to fail. Now, imagine it getting worse. Assume that nothing will work properly when there is a recovery attempt. Plan for things to be so bad that you’re in a room on fire trying to put everything out while you’re also on fire. It sounds very dramatic but that’s how bad it can get. If you’re ready for that then nothing will surprise you. You also need to make sure you’re going back and thinking of new things all the time. You never know which piece is going to fail and how it will impact what you’re working on. But thinking through it sometimes gives you an idea of where to go when it all goes wrong.

Managing Leaders, Or Why Pat Gelsinger Is Awesome

In case you missed it, Intel CEO Bob Swan is stepping down from his role effective February 15 and will be replaced by current VMware CEO Pat Gelsinger. Gelsinger was the former CTO at Intel for a number of years before leaving to run EMC and VMware. His return is a bright spot in an otherwise dismal past few months for the chip giant.

Why is Gelsinger’s return such a cause for celebration? The analysts that have been interviewed say that Intel has been in need of a technical leader for a while now. Swan came from the office of the CFO to run Intel on an interim basis after the resignation of Brian Krzanich. The past year has been a rough one for Intel, with delays in their new smaller chip manufacturing process and competition heating up from long-time rival AMD but also from new threats like ARM being potentially sold to NVIDIA. It’s a challenging course for any company captain to sail. However, I think one key thing makes is nigh impossible for Swan.

Management Mentality

Swan is a manager. That’s not meant as a slight inasmuch as an accurate label. Managers are people that have things and look after them. Swan came from the financial side of the house where you have piles of resources and you do your best to account for them and justify their use. It’s Management 101. Managers make good CEOs for a variety of companies. They make sure that the moves are small and logical and will pay off in the future for the investors and eventually the workers as well. They are stewards first and foremost. When their background comes from something with inherent risk they are especially stewardly.

You know who else was a manager? John Sculley, the man who replaced Steve Jobs at Apple back in 1983. Sculley was seen as a moderating force to Jobs’ driving vision and sometimes reckless decision making skills. Sculley piloted the ship into calm waters at first but was ultimately sent packing because his decisions were starting to make less and less sense, such as exploring options to split Apple into separate companies and taking on IBM head-to-head on their turf.

Sculley was ousted and Jobs returned to Apple in 1993. It wasn’t easy at first but eventually the style of Jobs started producing results. Things like the iPod, iMac, and eventually the iPhone came from his vision. He’s a leader in that regard. Leaders are the ones that jump out and take risks to make big results. Leaders are people like John Kennedy that give a vision of going to the moon in a decade without the faintest idea how that might happen. Leadership is what drives companies.

Leaders, however, are a liability without managers. Leaders say “let’s go to the moon!” Managers sit down and figure out how to make that happen without breaking the budgets or losing too many people along the way. Managers are the grounded voices that guide leaders. Without someone telling a leader of the challenges to overcome they won’t see the roadblocks until the drive right into them.

Leaders without brakes on their vision have no reality to shape it. Every iMac has an Apple Lisa. Every iPod has the iPod Hi-Fi. Even the iPhone wasn’t the iPhone until the App Store came around against the original vision of Apple’s driving force. To put it another way, George Lucas is a visionary leader in filmmaking. However, when he was turned loose without management of his process we ended up with the messy prequel trilogy. Why was Empire Strikes Back such a good film? Because it had people like Lawrence Kasdan involved managing the process of Lucas creating art. They helped focus the drive of a leader and make the result something great.

Tech Leadership

Let’s bring this discussion back to Intel and Pat Gelsinger. I know he is the best person to lead Intel right now. I know that because Gelsinger is very much a tech leader. He has visions for how things need to be and he can see how to get there. He knows that reducing costs and reaving product lines at Intel isn’t going to make them a better company down the road no matter what the activist investors have to say on the matter. They may have wanted regime change when they petitioned the board back in December, but they may find the new king a bit harder to deal with.

Gelsinger is also a manager. Going from CTO to being COO at EMC and eventually CEO at VMware has tempered his technical chops. You can’t hope to run a company on crazy ideas and risky bets. Steve Jobs had people like Tim Cook in the background keeping him as grounded in reality as possible. Gelsinger picked up these skills in helming VMware and I think that’s going to pay off for him at Intel. Rather than running out to buy another company to augment capabilities that will never see the light of day, someone like him can see the direction that Intel needs to go and make it happen in a collected manner. No more FPGA acquisitions that never bear fruit. No more embarrassing sales of the mobile chip division because no one could capitalize on it.

Pat Gelsinger is the best kind of technical manager. I saw it in the one conversation I was involved in with him during an event. He stepped in to a talk between myself and a couple of analysts. He listened to them and to me and when he was asked for his opinion, he stopped for a moment to think. He asked a question to clarify and then gave his answer. That’s a tempered leader approach to things. He listened. He thought. He clarified. And then he made a decision. That means there is steel behind the fire. That means the driving factors of the decision-making process aren’t just “cool stuff” or “save as much money as we can”. What will happen is the fusion of the two that the company needs to stay relevant in a world that seems bent on passing it by.


Tom’s Take

I’ve worked for managers and I’ve worked for leaders. I don’t have a preference for one or the other. I’ve seen leaders sell half their assets to save their company. I’ve also seen them buy ridiculous stuff in an effort to build something that no one would buy. I’ve seen managers keep things calm in the middle of a chaotic mess. I’ve also seen them so wracked with indecision that the opportunities they needed to capitalize on sailed off into the sunset. If you want to be the best person to run a company as the CEO, whether it’s a hundred people or a hundred thousand, you should look to someone like Pat Gelsinger. He’s the best combination of a manager and leader that I’ve seen in a long time. In five years we will be talking about how he was the one to bring Intel back to the top of the mountain, both through his leadership and his management skills.

Winning in 2021

I’d jump in here and say something about 2020 being a crazy year but we all know it’s nothing we haven’t heard before. I’d also say that we’re going to look back at my big plans for the year however we also know that those got scrapped right after the end of February. I like looking back at a couple of things and then looking forward to what the next year will accomplish. Why? Because retrospectives are boring and putting your planning out there for the world to see is a much more interesting use of your time. The journey you’re taking changes greatly when you change your thinking about the destination.

2020 Good or Bad

2020 wasn’t all bad. I finally justified getting a new office chair! All kidding aside, 2020 was a year that challenged everyone greatly when it came to mental health, professional output, and even personal capability. My biggest focus for 2020 was to start putting blog posts out earlier in the week and focus on continuous improvement. I’d say the first was another miss due to the hectic workload, as a lot of my posts still came out on Fridays.

The second point was a bit more successful. I’ve been more diligent about getting stuff down and in a state when it can be improved. I’ve also added a lot of things to my repertoire over the year that I’m proud of. Here are some specifics:

  • Tomversations: I started a video series this year! I wanted to start coming up with monthly videos around topics that worked better as explorations instead of just simply spouting randomness. We put twelve episodes up last year starting around April. I was very happy with the way they turned out, especially toward the end when my process improved. Video is a great medium for some of the conversations I want to have.
  • The Rundown: Okay, this is a bit of stretch since I’ve been co-hosting the Rundown since it started. But this year my friend Rich Stroffolino headed off to future endeavors and I took over the production part on the back end. It’s been interesting skimming the news and putting it together each week to try and keep the sparkly magic going. It also means I’m much closer to the details behind the tech now.
  • Cooking: This was my big pandemic skill level up. My cooking skill has always been just shy of adequate. This year I pushed myself to get better about learning technique and saving recipes so I have something to pull from when I make food. The tastes have gotten way better and I feel more confident. I’d say the family is happier too since we have something other than Kraft Mac and Cheese all the time.
  • Running: This was my other pandemic level up. I fell off the exercise wagon at the end of 2019 and it showed. I was heavier than I had ever been. I wasn’t thrilled at the idea of getting back in shape either. Once the pandemic set in and I knew I wasn’t going to be on the road for the foreseeable future I jumped back on the road to running. Since June 1, I have run or walked over 900 miles and lost almost 50 pounds. I feel better and I look forward to lacing up my shoes and running every morning.

2021 More Time

That’s where my energy went in 2020. Video and research and cooking meals to eat after I ran. What am I thinking about for 2021?

  • Bullet Journaling: This is an idea I got from my partner in crime Ben Gage. I need a better system for capturing info and logging tasks. I say this every year. And every year I find a way to fail at it somehow. This year I’m going with the less-structured approach. I’m keeping the journal digital in GoodNotes and using these templates from Robert Terekedis (@robterakedis) that I found in a search. I like the hint of organization with the freedom to do more when I want it done. Let’s hope this sticks!
  • More Video Content: Like I don’t spend enough time on camera? I’m going to explore the idea of doing more video content. I’m not going to do a daily log or anything but I’m going to try and figure out if creating more around some of my ideas but putting it on video will help me solidify it a little. I’ve found through Tomversations that my ability to riff on subjects and think through stuff when I’m staring at a camera lens feels much different than facing a computer keyboard. It’s not better or worse. It’s different and I’m curious about where that will lead.
  • Create Content that Resonates: My blog is ten years old now. There are posts from 2011 that don’t apply to anything any longer. Some of the posts that I’ve been putting out recently aren’t as technical and look more at work skills, soft skills, or even just life skills. Many of you have commented that my ideas around time management or organization are things you wanted or needed to hear. I’m going to explore those ideas a bit this year too. Don’t worry – The Networking with a Side of Snark isn’t going away any time soon. And I’m not going to turn into a productivity blogger overnight. Mostly because I don’t have enough productivity to make that happen! But I want people to enjoy reading my content for what it can help them with in the next twelve months of working with the challenges we will face.

Tom’s Take

2020 was a sucky year in general. Too much stress, too much uncertainty, and for those that tend to overanalyze everything it was a year of way too much introspection and questioning. I’m looking forward to the next 52 weeks to sort out what needs to be done and get it finished. I set good habits in 2020 that I want to carry forward. I’m going to keep improving just like last year and use the tools I can to make those changes a part of what I need to do to ensure that 2021 is filled with more winning than anything else. I may not be on a plane at all this year. However, I can win all I can from my house and help you all along with the way too. Let’s enjoy the coming 525,600 minutes and do something that makes us feel like winners.

Making Time For Yourself

I was a recent pop-in guest on the Network Collective Holiday Show with my friends Jordan Martin and Tony Efantis. One of the questions they had been asking their guests was about the big lessons we’ve learned this year. As I thought back on the roller coaster ride that was 2020, I realized that one of the biggest lessons that I’ve learned is that I need to make time for the important things for myself.

Mark It Down

I know it sounds like a given, but we all need to make time for ourselves. I realized that when my usual schedule of running myself in overdrive and jumping from one event or travel opportunity to the next evaporated back in March. I found myself sitting at home and working toward some uncertain future. I never thought that there were going to be huge problems but I also didn’t know how things would end up turning out.

As the days grew into weeks and eventually into months, I quickly figured out that the normal I once knew was going to stay gone for quite a while. In place of that was a situation that I needed to adjust to. And that was going to to take some time. I needed to catch my breath but I also needed to build a skill set that would allow me to continue forward.

Over April and May I got better at cooking. I retaught myself the basics of making all kinds of meals. I gained the confidence of trying new things. It helped me find a bit of stability. It happened because I started doing research and setting aside time every day to practice those skills. Maybe it was something small like making tacos. Or even putting something into a slow cooker. But it was time that I needed to take to do something that I needed to learn.

The second big lesson in taking time for myself came in June. With the move of Cisco Live to a digital event an the likelihood that everything else for the rest of the year was going to go the same way, I took the opportunity to get back into better, healthier shape. I had a hard time exercising on the road with the hotel gym being something that I didn’t appreciate. I started getting up earlier and going for walks and then for short runs. Then I upped my running and my walking distances. I made sure to lace up running shoes every day no matter what. No excuses whether it was raining or blisteringly hot outside.

Taking the time to get into better shape has had a huge impact on my self worth and my health. I’ve dropped 50 pounds since March and my running times keep coming down. My pants size went down significantly and the pictures of myself that I’m taking now barely resemble pre-COVID me. All because I took the time for myself.

Make It Happen

There’s no magic in what I did. There was no special system or secrecy code to get me to where I am right now. The only trick was making the time for myself. It’s like the financial books you can buy that give you tips to put into practice to get rich. One of the first is “pay yourself”. It’s contrite but proves the point that you need to give yourself resources to work with or you’ll never get ahead.

Time is as valuable as resource as anything we have. We can’t save time and use it later. We can’t manufacture time. We can only use the time we have to the best of our abilities. Sometimes that means putting something we want to do on hold because of something we have to do. As someone that prides myself on writing lots of blog posts it meant that I had to put that particular part of my productivity behind more immediate things like getting my morning run in. It meant getting the Gestalt IT Rundown story script done before I could play a game or watch a TV show.

Time is what we make of it. I’ve started to realize that by blocking more and more of my time to do things. Maybe I put down on my calendar that Tuesday evening is a day to draw or practice a new cooking skill. Thursday morning could be my long run of the week and my day to research topics for my Tomversations videos. Whatever it is, I make it stick. I don’t need to schedule my exercise in the mornings because it’s become a habit for me. But I do need to schedule the other things to make sure they’re done. You don’t need to have a mark on every minute of your day to be productive, but you do need to make sure you make time for the pieces that are important.

That means making time for non-work things. It’s easy to fill up our calendar with things for work. It’s harder still to fill up the calendar with non-work tasks and skills. Schedule a hike on a Saturday morning. Make Monday night your night to work on a craft that you want to do like learning leather working or knife making. Maybe you just want to say that Wednesday at lunchtime is the place where you’re going to schedule time to read a few more pages of your new favorite book. There are all things that as valid as the next staff meeting or briefing that you have to do. Because they enrich you and help you become a better person.

More importantly, by scheduling these things in your calendar on a personal level you remind yourself not to let work get out of hand. When you live in the office, which is the same as working from home now, you will find yourself working at midnight some nights because you just couldn’t put the work down. By reminding yourself of what’s important you draw a bright line between work and personal and ensure that you have time to put in effort on both without getting overwhelmed.


Tom’s Take

There’s a bit of irony in me saying that you need to make time for the things that are important to you while I write this post after midnight on Christmas. The fact is that I made time earlier today for my family to open some gifts and help bake cookies. I went for a walk and watched some educational videos. Sure, I eventually found the time to write for myself but it came after I had taken care of other things. My journey through 2020 has taught me that time is the kind of resource you need to pay yourself with as often as you can. But you can’t just mark off your calendar and hope that something magical happens. You need to make the effort to use your time wisely and work on yourself. Every new skill you learn or pound you lose is making you a better, more well-rounded person. And that’s the kind of payoff that you can only get from investing time in yourself.

Setting Boundaries Before You’re Swamped

We’re at the tail end of 2020 and things are hopeful for 2021. People are looking at the way IT has pulled together to enable working from anywhere and moving resources to the cloud and enabling users to get their jobs done. It’s a testament to the resilience of a group of sanitation workers behind the scenes whose job it is to clean up after management and sales and do the jobs no one else wants to do.

The cynic in me is worried about what the future is going to hold now that we’ve managed to transform the way we work. I couldn’t quite put my finger on it until I was checking out this Reddit thread from last week. The top rant had an interesting perspective on the way that 2021 is going to go for workers and I couldn’t agree more. My dread has a name, and it’s Overwork.

Harder, Not Smarter

If anything, 2020 proved that we can do amazing things with the right motivation. The superhero mentality of IT paid off handsomely as we stood up remote access servers and found ways to get access to resources for people that couldn’t come into the office and needed to get things done. We proved invaluable to the company in terms of support and project execution.

However, that superhuman effort also makes us valuable because we can do the impossible. Which means individual workers are great at tasks that are a stretch to get done. Doesn’t sound too bad, right? Now, think back on the number of times over your career that you’ve jumped on something that you’ve seen as hard or challenging and gotten it done. Is that number more than one or two? It probably is.

Now, look at it from the perspective of management and the people that make the hiring decisions. You’ve never failed, or at least you’ve failed so infrequently as to be unimportant. You always get the job done no matter what. If we only had a team of you sitting around we could get so much done! Sound familiar?

Let’s look at it from the finance part of the equation. Revenue is down. Expenses are down too, but we could still trim a bit and save money. Where should we cut? Can’t get rid of sales or marketing because they’re working to bring in money. Can’t get rid of executives (for some reason) because they serve some purpose. IT? Support staff? They’ve never failed us before. If we give them a little extra work and don’t fill that open position or cut someone that’s underperforming they’ll come through for us, right?

It’s a tale that’s as old as any in business. Why pay someone to do the work in a role when we can split it up and pass it out to the rest of the team. An extra job won’t hurt anyone, right? Funny how that never happens to the CFO or the CMO. But the networking/storage/security/wireless/server/cloud teams? They’re rockstars!

Know When to Fold Em

In 2021, you are going to need to set boundaries and stand up for yourself when it comes to work. Every role not filled with a person drawing a salary is directly impacting the bottom line of the company. Which means either you should be getting paid more for doing more work or the executives and stockholders are going to get paid more because the company made higher profits. Who deserves that extra money more? The people doing the work? Or the people parking assets in your company until they recover their position and jump to greener pastures?

You need to draw the line and advocate for yourself. Don’t just blindly accept new responsibilities without some sort of future resolution. Are they going to hire someone to fill that role eventually? If not, what are they going to do with the salary? If you and someone else on your team are doing that role permanently you should both be compensated for it. If the executive team gives you pushback, just remind them that they can forgo their next raise or set of stock options to cover things. You’d never see them doing any more without some form of compensation, right?

Drawing boundaries is going to cause friction because superheroes have never had them before. Superman and Spider Man don’t negotiate about saving people on a train. However, you aren’t a radioactive Kryptonian vigilante either. You’re doing a job that you get paid to do. Adding more to your plate is either worthy of additional money or it’s something that needs to be pushed back. If this was AWS and they wanted to upgrade their server instances to a faster CPU, do you think they could persuade Amazon to give it to them for free? Not on your life.

Take the time in 2021 to set yourself up for success. You may be worried that people are going to fire you because they think you want too much money or because you need to be happy to have a job right now. You also need to realize that no one can do your job better than you right now and they know that too. Have a frank and honest discussion about why you feel it’s unfair to pile more work on you without treating you fairly. Make sure they know you’ll help where you can but if they aren’t going to fill the role you need to get the resources they would dedicate to the person doing it. Chances are they’ll realize they do need to hire someone to take the work or they’ll find a way to do without those responsibilities.


Tom’s Take

You are a valuable resource. But you are not infinite. If you burn yourself out then you are spent. The business will likely look for someone to replace you and get them up to speed on your job. You? You’re going to be a shell of the person you were. 2020 has been a roller coaster that has pushed us all hard. We need to find a balance. And if you don’t let people know that you need to find balance in your work and your compensation you may find yourself with no boundaries, no balance, and knee deep in the swamp.

Seeking Knowledge and Willful Ignorance

I had a great time recording a fun episode of Seeking Truth in Networking, an awesome podcast with my friends Derick Winkworth and Brandon Heller. We talked a lot about a variety of different topics, but the one I want to spend a few more minutes on here came in the first five minutes. Brandon asked me what question I liked to be asked and I mentioned that love to be asked about learning. My explanation included the following line:

I feel like the gap between people that don’t understand something and the willfully ignorant is that ability to take a step out and say “I don’t know the answer to this but I’m going to find out.”

I’ve always said that true learners are the ones that don’t accept the unknown. They want to find the answer. They want to be able to understand something as completely as they can. Those that I consider to be willfully ignorant choose not to do that.

Note that there is a difference between incidentally ignorant and willfully ignorant. People who are incidentally ignorant are unaware they don’t know something. They haven’t had the opportunity to learn or change their thought process on something. It would be like going to a random person and asking them about how to launch a rocket to another planet. They’re ignorant of the steps because they’ve never had the opportunity to learn them. They’ve never been exposed to the info or had a need to know it. People who are willfully ignorant choose to not learn something even after they’re exposed to it.

Where There’s a Will

We deal with people who choose not to learn things all the time. Even I choose not to learn everything. I don’t have all the Pokemon memorized. I don’t have the registration number of every Starfleet vessel in my mental Rolodex. There are a variety of other more technical topics that escape me. However, my reasoning for choosing not to learn those things is not because of malice. It’s because of self preservation.

If you exposed to something that you are curious about and choose to learn more you will often find yourself consumed by it. I am always on the lookout for a new laptop bag or hiking backpack. When I search for them I will find myself watching videos and reading reviews that are full of terminology that I don’t understand. I educate myself to the best of my ability but I don’t consider myself to be an expert on messenger bags or ultralight hiking packs. And after a while that knowledge is filed away for another day and I have to relearn something all over again when I’m on the hunt for a new bag.

Let’s contrast the acknowledgment of not being able to know everything with the phenomenon of choosing not to learn something out of spite or malice. This is like a networking engineer saying something along the lines of, “I’m not going to learn OSPF because it sucks and I’ll never use it.” A statement like that should immediately raise flags. In this specific case a working knowledge of OSPF is important for anyone building and maintaining networks. You may not need to know the details for every LSA in the database but you at least need to know how OSPF is different from RIP.

This kind of willful ignorance of information makes IT difficult. Why? Because actively choosing not to learn or understand something creates two hurdles to overcome. The first hurdle is showing people where to learn more about it. That is hard enough in and of itself. Every bookshelf in every office everywhere has the kinds of books that people refer to when they need to teach someone something important about networking or wireless or any other enterprise IT technology. Thanks to the power of search engines today it’s even more accessible to get people on the track to learning something new.

The second huge hurdle with those that are willfully ignorant isn’t access to knowledge. It’s getting past their objections to learning it. People have biases that need to be challenged and overcome. I’m not going to speak on anything aside from technology but we all know that everyone has their viewpoint and their understanding and changing their mind about something has varying degrees of difficulty. If someone is convinced, for example, that SHA-1 is an unbreakable protocol and nothing you can show them to the contrary convinces them that is willful ignorance. Evidence that is contrary to the facts isn’t invalid evidence. The quality of the evidence is always important to understand but choosing to dismiss it entirely out of hand solely because it doesn’t fit your understanding is not the kind of position someone in IT needs to take.

A Changing Landscape

Think about some of the following statements:

  • Switching is cheap, routing is expensive
  • 640K is more than enough memory
  • Unbreakable encryption

These are all statements that have been said in the past. They’ve all been proven over time to be wrong. Could you imagine if there was someone out there today that though programs needed to run in less than 640K of RAM? Or that believed that routing packets was too expensive and everything needs to run at layer 2? Those people would get laughed out of the data center.

Those statements are no longer true, but the attitudes behind them are the real problem. It’s not that something is taken for granted but that we choose not to accept anything other than that fact as the truth. Even today we could have positions like virtual reality will never take off or that quantum computers are too noisy to ever be commercially viable. In five years or a decade those statements may prove to be totally wrong. But if I’m still saying them and purposely choose not to learn why they are incorrect then I’m in the camp of being willfully ignorant of the truth.


Tom’s Take

The point of this post wasn’t to call out anyone specific for anything. Instead, I wanted to highlight that we all believe what we believe and we resist learning things that don’t square with that. How we choose to overcome that friction defines us as well as defining us with our peers. If you want to spend your career believing that a protocol is better and you won’t learn anything else then I hope your career is successful and long. I say “hope” because in the world of IT those that clap their hands over their ears and refuse to update their knowledge and understand are running on that kind of hope. They hope their level of knowledge never needs to change. They hope their skills will be enough for years and years of employment. And, in almost every case, they hope they can learn something new fast enough to get a new job when they realize that the attitude of willful ignorance will leave you high and dry.

What’s Your Work From Home DR Plan?

It’s almost December and the signs are pointing to a continuation of the current state of working from home for a lot of people out there. Whether it’s a surge in cases that is causing businesses to close again or a change in the way your company looks at offices and remote work, you’re likely going to ring in the new year at your home keyboard in your pajamas with a cup of something steaming next to your desk.

We have all spent a lot of time and money investing in better conditions for ourselves at home. Perhaps it was a fancy new mesh chair or a more ergonomic keyboard. It could have been a bigger monitor with a resolution increase or a better webcam for the dozen or so Zoom meetings that have replaced the water cooler. There may even be more equipment in store, such as a better home wireless setup or even a corporate SD-WAN solution to help with network latency. However, have you considered what might happen if it all goes wrong and you need to be online?

In and Outage

Outages happen more often than we realize. That’s never been more evident than the situation we find ourselves in now. There are providers that do maintenance during the day because most of their customers are at work. When that work happened in a building covered on a different grid or service line it was fine to reboot things in the afternoon. When everyone is at home working on video calls or remote classrooms it’s no longer ideal. And those are just the planned outages. What about the ones that happen without warning?

Between the extra usage at home and the increased stress on the system, I’m finding that my Internet connection is becoming much less stable than it has been in the past. When you’re on a consumer-grade line, you pay for the privilege of getting online when it works. When it doesn’t you get lumped in with the same group of people in your neighborhood or on your local loop. The provider response is usually a shrug and a “we’re working on it” response. Business lines cost twice as much for less speed but gain the ability to call and at least file a complaint or a ticket. If you’re lucky enough to have one with a good SLA you might even get a truck roll to your location within a few hours. Otherwise, you need to plan for the worst.

This is nothing new to the enterprise. The best SLA in the world is only a piece of paper with a specific promise. It doesn’t protected from the North American Fiber Seeking Backhoe or an ice storm that knocks out power to a few square miles of your town. We need to have plans in place to deal with the potential for not having what we need when we need it. In the enterprise that was part of the job. We bought firewalls in pairs and had expensive power equipment run into the data center to protect our services. The cloud is armored against outages, so long as the engineers keep their fingers off of things. But our house is neither the enterprise or the cloud. How can we ensure we’re able to work when nothing else looks like it’s going to get the job done?

Planning To Recover

In order to keep working from home in the event of an outage, you need to consider three important situations: Connectivity Outage, Power Outage, and a Location Outage.

Connectivity outages are the most basic situation we’re going to find ourselves in. The Internet is down or severely degraded. We need to get online and figure out how to keep working. That means we need a traffic plan. And we need to figure out how to get it working. The first step is going to require you to figure out how you’re going to get back online. Do you want to use your cell phone as a tethering device? Do you want to “borrow” the neighbor’s wireless (with permission, of course). Do you want to try and work completely from your mobile device. You need to figure this out ahead of time. You also need to test it.

If you’re going to rely on your phone for tethering, make sure you have that option enabled ahead of time. Find out how much data you have available and what happens if you go over. Do you get throttled to a slower speed? Do you need to pay more? You don’t want to find out what happens in the middle of a critical call. You also need to test the speed of the tethering at your house. For example, my LTE coverage at home is pretty terrible, so I need to fail back to 3G in order to have a stable signal. That means no video calls for me until my broadband connection comes back online.

If you plan is use your neighboring connection for a backup, please get permission first. You never want to find out someone is borrowing your network and you don’t want to do that to someone else. You also should verify that the neighboring connection is a diverse circuit. It won’t do you much good to hop on their connection only to find out they’re on the same provider and everything is offline for the entire block. Test it ahead of time and make sure their data plan works for you. And remember that you’re doubling the amount of traffic pouring through their circuit. You’re going to have to decide, as above, what traffic is critical to fail over. And give your neighbor a heads up so they don’t panic when everything gets slower.

Limited Power

Electricity is a bigger issue because it affects everything at a lower level of the stack. You can have bad connectivity and just work offline with your devices. But a power outage changes the game because half your devices may be out of commission. If my power goes out, my 4K monitor goes with it. That means I need to work from my laptop until I can get everything under control again. My time is limited to how long my laptop battery can hold out.

If you want to solve the power outage problem, you need to solve your power issues. The easiest way is a backup battery system, like a personal uninterruptible power supply (UPS) under your desk. Remember that a UPS isn’t designed to keep you running for days. It’s something that is designed to keep you going just long enough to put a plan in place or shut things down gracefully. Those batteries last for 5-7 minutes at best. And the more devices you have connected to them, the less time they can stay up.

What other devices, you might ask? Keeping your computer on a UPS is smart. What about your WAN connectivity device, like your DSL or cable modem? Have to have that if you want to stay online, right? What about your wireless access points? Are they plugged into the wall? Or are you using PoE? Did you plug the PoE switch into the UPS too? That is going to reduce the UPS runtime. Unlike a data center, your house likely doesn’t have the infrastructure to run a huge UPS with enough battery to go for half an hour. You need something that is going to fit under your desk and has a fan small enough to not create a white noise generator.

Speaking of generators, if you have regular power issues or you live in a part of the country that is prone to storms that knock out power for days on end, you need to consider a home generator. These are larger, more expensive, and require some kind of fuel source. The upside is you can run your entire house off the generated electricity until the power is restored. No need to hook things up to batteries. The down side is that your house uses a lot of power for appliances and other things and you still need to prioritize what is going to get first crack at the leftover juice. You also need to have a plan to keep the generator going. If it runs off of combustible fuel, like diesel, you need to have a supply ready to go. You also need to test it regularly to ensure it’s going to work when you need it. Just like in the enterprise data center you need to know things work before everything goes sideways.

Getting Out of Dodge

The last situation can be a combination of the above factors or something totally unrelated. What happens if your workspace isn’t usable? Maybe your power is out and your heat is gone too. Maybe your Internet is down and you need to go somewhere with a better signal in order to have that big call with the CEO. Maybe you have a tree trimming service that has set up camp outside your office window for the rest of the day and the chainsaw symphony is driving you insane. If you need to move, you need to have a plan.

Where are you going to go? A friend’s house works great, provided they are home and there isn’t a quarantine order. You could try a coffee shop, provided they aren’t closed for some reason. Maybe you’re alone in a distant city and you need to get some work done. You need to figure out what’s available and have at least two backup plans in place. Maybe you want to use a local coffee shop. Make sure they’re open and make sure you aren’t violating local laws. If they’re closed, consider somewhere more local to you. Perhaps the parking lot of a store or other place that offers wireless connectivity. There are times when those wireless setups extend a bit outside the store proper and you can borrow it there. Not everyone has a vehicle, so make sure wherever you are going is easy to reach through your preferred transit method. Oh, and if it’s a restaurant or coffee shop, make sure you tip well on your purchases as a form of “rent” for the table.


Tom’s Take

Enterprises have DR plans in place for everything. Natural disasters, security incidents, and even good old fashioned human error all have a place in the Big Binder of Getting Back to Work. Homes don’t have that, even though they should. You need to know what has to happen to get you back to working if something goes wrong. You need to write it all down, test it thoroughly, and keep updating it as you go. Your boss may understand the first time you can’t work because your power went out or they’re doing circuit maintenance in your neighborhood. But, as an IT professional, you need to have a plan in place in case it becomes a regular occurrence. And when you do get everything ready to go for your home DR plan, make sure you update your enterprise DR plans too.

A Different Viewpoint of Lock-In

First things first: Go watch this great video on lock-in from Ethan Banks (@ECBanks). We’ll reference it.

Welcome back. Still carrying that pitchfork around screaming about how you want to avoid vendor lock-in? Ready to build the most perfect automation system in history that does multi-cloud, multi-vendor, multi-protocol networking in a seamless manner with full documentation? Nice. How hard was is to build that unicorn farm?

I get it. No one wants to be beholden to a specific vendor. No one likes being forced into buying things. Everyone hates the life of the engineer forced to work on something they don’t like or had to use because someone needed a new boat. Or do they?

Ford and Chevys and Dodge, Oh My!

What kind of car do you drive? Odds are good you’re either ready to get a new one or you’re proud of what you’re driving. I find that the more flashy a car is the more likely people are to talk about how amazing it is. And when there are two dominant manufacturers in a market for cars, you tend to see people dividing into camps to sing the praises of their favorite brands. Ford people love their trucks and won’t hesitate to decorate their bumpers with stickers about the uselessness of a Chevy pickup. Chevy owners will remind you that Ford is an acronym for Found On (the) Road Dead. Ferrari versus Lamborghini. Toyota versus Honda. Tesla versus everyone else. Tell me that car people don’t root for their team.

That’s how it’s always been. However, when you buy a car you are locked in. You have to buy the parts for that car to fix it. Ford starters don’t work in Chevy vehicles. You can’t just pull a motor out of Corvette and drop it into a Mustang. Wanna try to put Lambo tires on your Testarossa? Good luck! You’re locked into a system that has parts for your car. There’s even a specific term for the parts division of Chrysler, which you use when you tell people you drive a MOPAR car.

Why is it that no one cares about lock in when they buy their car? How is it that when making choices between Cisco and Juniper or AWS and Azure that we rail against the need to pick a horse and run with it? How is it that people in IT will go to amazing lengths to over-engineer something to use the most obscure open source routing protocols invented for the sake of making their configs portable only to walk into the parking lot and crawl into a vehicle that has parts that can only be found at the dealer with a 1000% markup on price? How does that compute?

I Take It Back

IT pros see lock-in as a by-product of choices that were made without their input. No one complains about lock-in when they were the ones that got to make the call about which gear to install or which cloud to pick. Lock-in usually becomes a sticking point when the IT contributes were cut out of the decision loop or they didn’t get to voice their opinion for their favorite hobby project on GitHub. The disappointment festers into a feeling that the real problem here is that the evil vendor is just trying to keep us from moving to the solution path that I would have suggested if only they had asked me!

Why do we build networks using standard protocols? Is it so we can rip out huge sections of the network every three years when the incumbent vendor has pissed us off for the last time? Or is it because we want the opportunity to plug in a cheaper device when one fails? Why do we build multi-cloud capable networks? Is it because we hate Bezos or Nadella and we want to stick it to them by moving our workloads whenever we feel like they’ve made a poor strategic decision? Or is it really because some workloads work better in some places and we are trying to keep the rest mobile so we can move them to take advantage of cheaper spot prices like a game of instance whack-a-mole?

Lock-in isn’t a huge problem. It’s the boogeyman we use to cover our real problems: Not feeling heard and valued. We fight back against this by creating more work for ourselves. Instead of paying for the solution with money, we create a solution with an investment of complexity and time spent creating it. You wanna save $10,000 by switching out the gear I suggested for this other model? Fine, I’m going to make it completely open and hard for anyone other than me to use!

Ask yourself honestly: When was the last time you had to completely change your entire setup to a new system or new hardware in less than three months? Pandemic craziness aside, most IT departments can’t even figure out which printers to buy in three months, let alone scrap an entire network or cloud deployment for the competitor. And that’s the technical challenge. Let’s say you’ve used OSPF and open standards and avoided anything proprietary because you’re ready to pull the plug the next time that sales drone comes sniffing for a new motorcycle payment. How is your non-locked-in network going to compete with the power of spiffs? Sure, we could rip this whole $VendorA network out right now and replace it with $VendorB and there’s nothing you can do about it! Until Sales Drone mentions they’ll give you 20% off the next license renewal and throw in four new top-of-the-line switches to “test”. All you hard work sunk because Sales Drone and Executive Team speak the same language: money.

I know this sounds dark and ominous. I realize there are some very valid concerns about vendor lock in, like licensing features behind paywalls that are unreasonable or creating dependence on specific features that can be revoked at any time. But that’s not usually where the lock-in discussions go for IT pros. No, they usually go back to “$VendorA made me mad once and I will never use $ProtocolA again just to spite them!” Lock-in discussions are almost always really about the staff not getting exactly what they want and using their skillsets to create complexity as a panacea for what they perceive as the chance to move away when the executives want to listen to them again. What generally follows is a network that is difficult to maintain and doesn’t hit performance metrics. That means the executives’ decisions are punished. Not through sabotage. Not through malice. But through the decisions by their staff to try and create a system that make things portable when they don’t need to be just in case someone changes their mind sometime in the future.


Tom’s Take

I expect the comments section to light up on this one. Yes, lock-in is a thing. Yes, there are some very specific cases where it’s a Bad Thing (TM). I’m just pointing out that, like the car discussion above, most of the time the average person couldn’t care less about lock-in as long as it was their decision. The same people that will put a sticker of Calvin peeing on a Ford logo on their car chafe at the idea of having to use Cisco’s flavor of OSPF because one area they will never configure isn’t 100% standard. Lock-in is an issue. It’s not the world-ending problem we make it out to be. And it’s certainly not the boogeyman that scares us into making things needlessly complicated to the point of absurdity just to prove a point.

Looking For a Mentor? Don’t Forget This Important Step!

With the insanity of the pandemic and the knowledge drain that we’re seeing across IT in general, there’s never been a more important time than right now to help out those that are getting started on this rise. The calls for mentors across the community is heartwarming. I’ve been excited personally to see many recognizable names and faces in the Security, Networking, and Wireless communities reaching out to let people know they are available to mentor others or connect them with potential mentors. It’s a way to give back and provide servant leadership to those that need it.

If you’re someone that’s reading this blog right now and looking for a mentor you’re in luck. There are dozens of people out there that are willing to help you out. The kindness of the community is without bounds and there are those that know what it was like to wander through the wilderness for a while before getting on the right track. They are the ones that will be of the most help to you. However, before you slide into someone’s DMs looking for help, you need to keep a few things in mind.

Make Me One With Everything

The single most important step you can take to increase your chances of being mentored or being set up with someone to help you out is simple in theory but hard in practice:

You NEED to do your homework.

Sound contrite, right? You don’t know what you don’t know. You need to figure out what you have to have, right? Why not ask someone that has been there and have them tell you everything?

Let me give you the perspective of someone who mentors and teaches in all aspects of my life. The scouts, professionals, and students that come to me and say, “Tell me everything I need to know” are usually the ones that listen the least and forget the most. They are the people that haven’t done their homework. They haven’t looked up what interests them or tried to figure out what knowledge they’re missing. They want answers but don’t have questions. Without questions, answers are meaningless.

Moreover, telling someone “everything” is a recipe for disaster. How does a mentor know what to focus on? What areas interest you? In security, are you offensive or defensive? Do you enjoy writing reports or using tools? Do you want to be a per-work consultant or have a steady, if not smaller, paycheck from a single organization? How can a mentor know where to point you if you haven’t done this basic homework?

Let me give you an example that happened to me in the last week. I got a DM from someone I’ve never talked to before. They politely asked if I could answer a couple of questions for them. I said sure with some hesitation. Usually this means they’re looking for some very broad advice or they need help with their homework. When the questions appeared in my inbox, I asked for some clarification. In this instance, it was someone that needed to understand queuing mechanisms. Once I determined I wasn’t doing someone’s CS homework for them, I read up on the topic and explained what I thought was the case. I was pleasantly surprised to get a response that they had read the same paper and it sounded right but they wanted to understand deeper. We talked for a bit and I feel like the person walked away from the exchange with a greater understanding.

What made me happy in this situation is that the person did the work ahead of time instead of just saying, “teach me how this works”. They wanted to understand, not just get the answer to a multiple choice question. They were curious and wanted to learn the right way. These are the kind of people that benefit from mentors. They are self-motivated and willing to do the work to get ahead.

Help Is Always Given To Those Who Ask

You may have heard the phrase, “Help will come to those that help themselves”. It’s another bit of cliche that means you need to be as active in the process as the person you are seeking knowledge from. If you just show up and say, “I need to know everything starting from scratch”, you’re sending the message that you aren’t invested. Mentors don’t want to help those that aren’t invested.

On the other hand, if someone comes to me and says, “I tried this and it failed and I got this message. I looked it up and the response didn’t make sense. Can you tell me why that is?” I rejoice. That person has done the legwork and narrowed the question down to the key piece they need to know. They don’t need to “boil the ocean” so to speak. They have a specific need that can be met.

Mentors are people too. Maybe they enjoy teaching and guiding more than others but they have limits on their energy just like you would. If a mentor spends more time exerting themselves trying to teach someone everything starting from zero, they’re going to burn out. However, teaching someone that just needs a little extra push to get over the hump of a hard problem is a much better use of everyone’s time. The mentor gets the reward of seeing their student understand and the mentee gets the satisfaction of getting it right and doing the work before they ask for help.

Asking someone for help is never easy. It’s an admission that you don’t have all the answers and you need to rely on others. In a profession where being smart and knowing everything is seen as a sign of success it can be humbling to admit you need something from someone. However, I find that those that need the least amount of help from having exhausted their capabilities are usually the ones that learn the most over time and rely on their peers and mentors the least. They know what to do and where to start. They just need a helping hand to get over the line.


Tom’s Take

I am always willing to be a mentor for anyone that needs help. I can help you understand protocols, tie tripod lashings, and teach you more than you ever wanted to know about building space probes or speaking in public. That’s the life I’ve chosen for myself. However, I ask that all those that seek my mentoring help also commit to learning. Do the extra work ahead of time. Narrow your focus to what is essential to get over the hump. Realize that the more you do for yourself the more meaningful it is for you. And remember that those that mentor you are also on the learning journey themselves. Just as they help you, so too do others help them. And one day you will find yourself in the position to mentor others. Showing the investment and determination to go the extra mile for yourself is the example that you will set for those that come later.