Everett Lockhart's Most Recent Posts

How often have you been associated with, or been witness to, an IT project that resulted in poor quality deliverables. The deliverables where deficient in reliability, demonstrated poor quality performance, had failed components, etc.... There were probably a number of elements that contributed to these failure indicators, but let us focus on attitude. The attitude of a growing number of today’s IT Professionals. An attitude that says, "just get it done".

Resumes are one of the most important components in an individual's professional career. In fact, it is probably one of the most underrated and under appreciated components by a professional.  We often perceive resumes as tools needed only when we are looking for new, or better, opportunities.  In reality, resumes should be viewed as living entities.  Its contents should be constantly monitored and updated.  In fact, an inert resume could be considered a direct link to career suicide.
 
In addition to its contents constantly changing, the actual resume component itself is frequently receiving changes in presentation, style, format, and delivery mechanisms.  The latest and most notable change is in the methods of presentation and delivery.  Recently, the video resume has emerged as an industry buzz for resume presentation.  As a new and innovative way of submitting resumes, it is becoming more and more popular to many.  While this may be a creative way of presenting oneself to potential employers, one must inevitably ask is it in their best interest?

Recently, it seems that there has been a subtle increase in articles, and discussions, on the need for college degrees, certifications, or any other form of continued education. In this feature, the focus will be primarily on the college degree aspect of these discussions. In most of the discussions, the popular conclusion to these debates appears to be that many favor experience over an institutional education. The trendy consensus being that a non-degreed, experienced employee will perform at a higher level than a degreed employee in more instances that not. Is this true? Can this way of thinking prove to be detrimental in the future?

After reading a very good article on Why Managers Fail, by Paul Glen, I began to wonder, just why do managers fail?  Some of this may seem redundant.  Some of it may seem meaningless.  Then again, some of it may strike a nerve, or two.  So, view the following as if you were daydreaming about the pre-mentioned article above.  Now, let's start this article off by engaging in semi-profound thought, and asking ourselves, "why do managers fail?"

Have you ever heard the phrase "those who can, do; those who can’t, teach", or its variation, "those who can’t do, teach"?  Or, better yet, have you heard this one, "that’s not how we do it in the real world.  The book is not right."?  If you have never heard these phrases, then I am sure that at some point in your career, you will.  These are the words of the “experienced employee”.  The non-student type who found no significance in their college courses, i.e. the “hands-on” type that knows all.  These phrases have often sparked other conversations.  Conversations that actually question the need for degrees, or any form of continuing education. 

As a child, did you ever pretend to be a fireman? Did you ever take your dad's tools and build something from start to finish -- something like a club house, a tree house, or even a soapbox car (cart)? Have you ever made a bridge for a train set? Have you ever drawn a house, a car, or a building on a piece of paper? If so, then by some standards, you are an architect! In fact, you are also an engineer!

Are those statements believable? Can you believe that simply because an individual drew something, like a house, on a piece of paper, that they can be considered an architect? Anyone can draw a picture on a piece of paper, but to actually design this structure properly, the discipline of architecture must be studied.

In today's world of corporate America, many seem to share the belief that it is possible to send employees to a series of classes and make them a leader. Well, I am here today to alert everyone that 'Leaders are born, not made'! How often have you seen people promoted into a position of leadership, but they lack any of the qualities of a true leader? I am sure that this happens in other areas of life, but today, let's focus on corporate America and the IT industry.

In today's industry, we have many managers and supervisors, but few of them are leaders. Managers and supervisors come a dime a dozen. Sure, not everyone will make a good manager, or supervisor, but everyone, by nature, is a manger, or supervisor. In addition, it is also true that not every leader is a good manager, or supervisor, but every leader can be taught to be a good one. I am sure that many of you think that I am way off base on this subject, but let's take a closer look at the three in this first of a small series of articles on leaders and leadership.