Way back in 1997, as an ex-3Com network admin starting afresh within a Cisco customer's network, I recall flying from Japan to the US HQ of my company for a week's induction training - yes, they really had such travel budgets in those days and business flights were mostly free of the security hassles we see nowadays.
The highlight of the trip (apart from sampling some wonderful microbrewries!) was meeting the company's top-gun engineer - a CCIE in the 3000s, if I recall correctly.
After describing the company's network design he did a Q&A session and one of my new colleagues asked him a very direct and friendly question:
"What value do you really add here as a CCIE?"
And I'll never forget his rapid fire reply because it triggered my own long journey to earning that coveted number.
He said proudly but without any arrogance:
"All I need is a Telnet prompt."
Deep down inside most every CCIE psyche there's a trace of that kind of belief about our hard-earned skills and abilities - allied with a love of learning and a knowing that we can help our customers and employers get more from their business internetworks.
But that's no longer enough (some would argue it's never been enough but was masked in the Y2K/tech boom times of the '97 - '01 era.)
Technical excellence is still highly prized in 2008 but is often no longer the winning discriminator when hiring (or firing) decisions are being made.
These days, "cost reduction" and "value add" are now on every IT manager's lips and not just in their spreadsheets.
So, how does a CCIE go beyond the label of "subject matter expert" and be seen (note those 2 words!) to add value and help cut costs?
One very visible and effective way is to begin helping others on your team by adding a performance coaching theme to your repertoire of 'soft skills'.
You're probably already known as the "go-to" guy or gal for technical expertise - so build on that by adopting the mindset that the more you encourage and share your knowledge with others (i.e. with those who are genuinely interested), the more you will be contributing to your team/department's ability to meet their objectives (as set by the manager).
This is what performance coaching is really all about - helping others realize more of their own potential to succeed at whatever they are doing or want to do.
Here are 3 specific coaching skills you can begin to apply rightaway:
1- "Ask versus Tell"
Often you will learn more about a co-worker's capabilities when you ask them for additional and specific information on how they would go about the problem/task - rather than just instructing them in the master/servant model of old-style management.
For example, when faced with a network design problem they are stuck on and have come to you for help with, you might say:
"Well, tell me what you have done."
"So, what's the next step you are proposing and how will that impact the current budget?"
"What is the company standard on using RSTP versus STP? How can we do this so the business and IT risk folks are happy?"
Obviously you have to make a judgment call as to when to use this type of questioning approach and when to jump straight in - if you're a highly paid contractor and a server switch has just gone down, then all eyes may be on you to add immediate technical knowledge and advice. So, choose your coaching moments to be in less demanding circumstances!
2- "Give Constructive Feedback"
In most non-toxic work environments, I think it does no good to hide your CCIE light under a bushell. That is, if you see someone who could be doing something better (or is obviously screwing something up) in an project/task with which you are directly involved (and this is key to justifying your intervention) then politely but firmly ask them:
"I see you and I are both working on project/task 'X'. May I give you some constructive feedback on what I've noticed?"
If the other person's open to feedback then find a quiet and private spot (a meeting room is best, though I have done this in a data center when both of us had legitimate reasons for being there), and give your feedback in a friendly but business-like way. The key here is to focus on the skill/topic and not the person. (i.e. whatever behavioural and social issues a person may have is not your direct concern - leave that to the manager or ultimately, to HR.)
Something like this can work where a co-worker has been sloppy on a change that impacts your project deliverables: "I noticed that some incorrect HSRP configs were added to the routers last weekend and wonder how we're going to fix that from happening in the future - before IT Audit are all over us for more change management improvements."
Notice there is no direct blaming of the other person. The emphasis is on resolution and improvement.
If they aren't open to hearing feedback then I would probably document the particular issue in an IT risk or issues log (if this is a project) or include in your weekly status report. Bringing it up at a live staff meeting is also an option - though be wary of the defensive reaction that a public airing might give.
Whatever you do, document it on a company server - CYA applies at all times in the corporate world.
3- "Effective Questioning"
This is one of the most powerful of coaching skills and takes some practice to feel comfortable with.
The idea is again to focus on specific issues rather than apportion or imply blame - that only gets people defensive and less likely to cooperate.
Constructive questions often begin with "what, when, where or how" because these encourage a focus on the options and possibilities available to move the project task forward.
I recommend you to avoid beginning questions with "Why...?" because there is a tendency to take this personally e.g. "Why was this router port shutdown?" can come across like a prosecuting lawyer grilling a defendant.
Certainly, "Why did you..." is guaranteed to raise pulse and breathing rates, especially in a room full of network engineering peers and customer service managers!
Whereas, "what were the specific reasons for rebooting this switch?" allows the person space to explain the logic behind what was done (or to expose the lack of it! Does happen.)
Summary!
What are the positive outcomes from a coaching-powered CCIE?
For starters, if you are consistent with the 3 approaches discussed here, you will find it easier to naturally delegate work to other staff - and to deflect "busy work" questions from people who haven't thought things through.
This will, over time, give you extra time in your day. (And you should estimate this extra time and then report how you are using it to help the company in some area of your scope of work.)
Most people get a kick from seeing others benefit from their knowledge and experience. Dare I say it but you will gain even greater satisfaction from your work because you'll be making more than just a digital difference in the workplace. And people will remember that.
Your people skills will definitely improve. How do I know that? Well, you'll find yourself actually talking more to people - either in person or on the phone. Your ability to relate to people and their issues will improve, without compromising your own objectives or values. (In fact the opposite, as you'll be seen as someone who is both fair and doesn't take BS from anyone!) And, most importantly for your own career path, you will begin to be seen by those in charge as not only a technical wizzard but also as someone who wants people to do well - a real, live team player!
This is the sort of reputation that can help your promotion prospects and your salary negotiation chances. Even when it comes time to cut people (perms or contractors), these "top of mind" characteristics are sometimes what managers recall more than the all night network upgrades you pulled 3 times last quarter.
Finally, a word of warning. Always remember Dirty Harry's (Clint Eastwood) advice:
"A man's gotta know his limitations."
Unless you are directly responsible for career development - that is, you are the manager - then stay away from coaching people on career issues. Optimizing or improving performance is positive for the team and manager in a win-win way.
Avoid stepping on the manager's responsibilities unless these have been delegated to you.
Mark McClure is a Japan-based career coach, IT consultant and CCIE #10814. Visit his business blog here at http://markmccluretoday.com. For those network engineers interested in Mark's IT career coaching video course you can find out more at http://itcareerengineer.com.