Most of my waking hours are devoted to thoughts about how to run a great network. That's the way it should be. It's my job. What does that really mean?

Over three and a half years ago I started at UEN. That first day, my first meeting with my new boss, Steve Hess, was enlightening. He told me that all I had to do was make him happy. I didn't realize at the time that there would be about 400 sets of eyes on me just about all the time.

He also told me that the department was run well and that my main responsibility would be to keep the ship on a steady course. All of this made me a bit naive as I assumed my new role. As it turned out, it was very helpful. I determined not make any changes to the department for my first year. With the exception of hiring Barry (an entirely too controversial move) I was able to follow through with that commitment.

There were times that I wondered about my resolve to keep things stable that first year. From six months prior to my hiring until about 7 or so months after I started the Technical Services department lost about 25% of the staff. I soon learned that the functional mission statement at that time was something along the lines of:

"UEN - Training your for your next job!"

And for me that reality was unacceptable. It certainly isn't the way we see things now. Hiring and retaining good staff was one of three charges Steve gave me that first day.

The loss of staff and the drain on institutional knowledge was hard to take. I had many restless nights and stressful days that first year. I also learned, or relearned, one critical lesson. The quality of the network depends on the quality of the people who work on it.

I'm not going to get myself into trouble by trying to name names. Let's just agree that UEN has been very fortunate over the past three years. I can't say enough about the talent and tenacity of the UEN staff. It really is the secret to the success we have experienced at UEN.

So, for those of you managing networks, keep this in mind. It all starts with the staff. Management systems, vendor support and good equipment will only get you so far. It won't install and operate itself. It won't self heal. It won't evolve to meet new requirements and needs. For that you need good people. And that's why UEN is doing well. Good people.........
8:34:56 PM    comment []