PTSD is a real thing in the information technology world; it impacts the ability to keep and manage good people. In this episode of the Hedge, Lya Myers joins Eyvonne Sharp, Tom Ammon, and Russ White to discuss PTSD, burnout, and strategies for dealing with them.
The word on the street is that everyone—especially network engineers—must learn to code. A conversation with a friend and an article passing through my RSS reader brought this to mind once again—so once more into the breach. Part of the problem here is that we seem to have a knack for asking the wrong question. When we look at network engineer skill sets, we often think about the ability to configure a protocol or set of features, and then the ability to quickly troubleshoot those protocols or features using a set of commands or techniques.
This is, in some sense, what various certifications have taught us—we have reached the expert level when we can configure a network quickly, or when we can prove we understand a product line. There is, by the way, a point of truth in this. If you claim your expertise is with a particular vendor’s gear, then it is true that you must be able to configure and troubleshoot on that vendor’s gear to be an expert. There is also a problem of how to test for networking skills without actually implementing something, and how to implement things without actually configuring them. This is a problem we are discussing in the new “certification” I’ve been working on, as well.
This is also, in some sense, what the hiring processes we use have taught us. Computers like to classify things in clear and definite ways. The only clear and definite way to classify networking skills is by asking questions like “what protocols do you understand how to configure and troubleshoot?” It is, it seems, nearly impossible to test design or communication skills in a way that can be easily placed on a resume.
Coding, I think, is one of those skills that is easy to appear to measure accurately, and it’s also something the entire world insists is the “coming thing.” No coding skills, no job. So it’s easy to ask the easy question—what languages do you know, how many lines of code have you written, etc. But again, this is the wrong question (or these are the wrong questions).
What is the right question? In terms of coding skills, more along the lines of something like, “do you know how to build and use tools to solve business problems?” I phrase it this way because the one thing I have noticed about every really good coder I have known is they all spend as much time building tools as they do building shipping products. They build tools to test their code, or to modify the code they’ve already written en masse, etc. In fact, the excellent coders I know treat functions like tools—if they have to drive a nail twice, they stop and create a hammer rather than repeating the exercise with some other tool.
So why is coding such an important skill to gain and maintain for the network engineer? This paragraph seems to sum it up nicely for me—
“Coding is not the fundamental skill,” writes startup founder and ex-Microsoft program manager Chris Granger. What matters, he argues, is being able to model problems and use computers to solve them. ”We don’t want a generation of people forced to care about Unicode and UI toolkits. We want a generation of writers, biologists, and accountants that can leverage computers.”
It’s not the coding that matters, it’s “being able to model problems and use computers to solve them.” This is the essence of tool building or engineering—seeing the problem, understanding the problem, and then thinking through (sometimes by trial and error) how to build a tool that will solve the problem in a consistent, easy to manage way. I fear that network engineers are taking their attitude of configuring things and automating it to make the configuration and troubleshooting faster. We seem to end up asking “how do I solve the problem of making the configuration of this network faster,” rather than asking “what business problem am I trying to solve?”
To make effective use of the coding skills we’re telling everyone to learn, we need to go back to basics and understand the problems we’re trying to solve—and the set of possible solutions we can use to solve those problems. Seen this way, the routing protocol becomes “just another tool,” just like a function call, that can be used to solve a specific set of problems—instead of a set of configuration lines that we invoke like a magic incantation to make things happen.
Coding skills are important—but they require the right mindset if we’re going to really gain the sorts of efficiencies we think are possible.
While many network engineers think about getting a certification, not many think about going after a degree. Is there value in getting a degree for the network engineer? If so, what is it? What kinds of things do you learn in a degree program for network engineering? Eric Osterweil, a professor at George Mason University, joins Jeremy Filliben and Russ White on this episode of the Hedge to consider degrees for network engineers.
Personal branding and marketing are two key topics that surface from time to time, but very few people talk about how to actually do these things. For this episode of the Hedge, Evan Knox from Caffeine Marketing to talk about the importance of personal marketing and branding, and some tips and tricks network engineers can follow to improve their personal brand.
At what point in your career do you stop working towards new certifications?
Daniel Dibb’s recent post on his blog is, I think, an excellent starting point, but I wanted to add a few additional thoughts to the answer he gives there.
Daniel’s first question is how do you learn? Certifications often represent a body of knowledge people who have a lot of experience believe is important, so they often represent a good guided path to holistically approaching a new body of knowledge. In the professional learning world this would be called a ready-made mental map. There is a counterargument here—certifications are often created by vendors as a marketing tool, rather than as something purely designed for the betterment of the community, or the dissemination of knowledge. This doesn’t mean, however, that certifications are “evil.” It just means you need to evaluate each certification on its own merits.
As an aside, I’ve been trying to start a non-vendor-specific certification for the last two years but have been struggling to find a group of people with the energy and excitement required to make it happen. To some degree, the reason certifications are vendor-based is because we, as a community, don’t do a good job at building them.
The second series of questions relate to your position—would a certification give you a bonus, help you get a new position, or give credibility to the company you work for? These are all valid questions requiring self-reflection around what you hope to achieve materially by working through the certification.
The final set of questions Daniel poses relate to whether a certification would give you what might be called authority in the network engineering world. Certifications, seen in this way, are a form of transitive trust. There are two components here—the certification blueprint tells you about the body of knowledge, and the certifying authority tells you about the credibility of the process. Given these two things, someone with a certification is saying “someone you trust has said I have this knowledge, so you should trust I have this knowledge as well.” The certification acts as a transit between you and the certified person, transferring some amount of your trust in the certifying organization to the person you are talking to.
There are other ways to build this kind of trust, of course. For instance, if you blog, or run a podcast, or are a frequent guest contributor, or have a lot of code on git, or have written some books, etc. In these cases, the trust is no longer transitive but direct—you can see a person has a body of knowledge because they have (at least to some degree) exposed that knowledge publicly.
All of these reasons are fine and good—but I think there is another point to think about in this discussion: what are you saying to the community? Once you stop “doing” certifications, you can be saying one of two things. The first is certifications are useless. If all the reasons for getting a certification above are true, then telling someone “certifications are useless” is not a good thing. Those who don’t care about certifications should rather take the position first, do no harm.
A stronger position would be to carefully evaluate existing certifications and help guide folks desiring a certification down a good path rather than a bad one. Which certifications are primarily vendor marketing programs? Which are technically sound? If you are at the point where you are no longer going to pursue certifications, these are questions you should be able to answer.
An even stronger position would be—if you’re at the point where you do not think you need to be certified, where you have a “body of knowledge” that allows people to directly trust your work, then perhaps you should also be at a point where you are helping guide the development of certifications in some way.
Certifications—whether to get them or not, and when to stop caring about them—are rather more nuanced than many in the networking world make out. There are valid reasons for, and valid reasons against—and in general, I think we need to do better a developing and policing certifications in order to build a stronger community.
Michael Natkin, over at Glowforge, writes: “That’s a funny thing about our minds. In the absence of information, they fill in the gaps and make up all sorts of plausible things, without the owners of said minds even realizing it is happening.” The answer, he says, is to overcommunicate. Michael joins Eyvonne Sharpe, Tom Ammon, and Russ White on this episode of the Hedge to discuss what it means to overcommunicate.
Many engineers have heard about the wide variety of Network Operator Group (NOG) meetings, from smaller regional organizations through larger multinational ones. What is the value of attending a NOG? How can you convince your business leadership of this value? In this episode of the Hedge Vincent Celindro and Edward McNair join Russ White to consider these questions.