How to get ahead in IT: Always agree with the boss

The formula is easy at one company: Nod your head and keep your job -- however keeping your dignity is another matter

How’s this for career development? Nod your head and agree to what the boss says, no matter what. Unfortunately, that was the way to survive at one company I used to work for.

Little did I know what I was getting into when I took the job, but after a few months I’d noticed a pattern in how employees interacted with the C-suite. Rather than opening debates or seeking input about the pros and cons over any given item, the execs would expect everyone to agree with them whether or not it was the right thing.

When somebody created statements contrary to what the CxOs wished to listen to, they were possibly demoted or replaced by someone WHO would accept as true with them. It didn’t matter if what you aforementioned was realistic; what mattered most to the CxOs was that you simply united to what they aforementioned.

I realized that the corporate culture hadn’t invariably been this manner. however a brand new corporate executive had turned communication into a one-sided path, and also the remainder of the suits had followed. As you'll be able to most likely guess, morale wasn't specifically high at this company and a good variety of staff got out once they may. However, a number of of them vie by the “rules” and stayed place.
The thanks to keep your dignity: simply say no

I was not one among them. i used to be place responsible of a project that ultimately crystal rectifier to my dismissal. The project was to migrate each our main web site} and disaster recovery site to 2 completely different information centers. the matter was that after during a whereas we might have blackouts that may survive our UPS units, and that we couldn’t install generators as a result of house constraints (and most likely could not get the allow for our location even though there was space). Migrating to new information center locations was the thanks to go.

At this time within the project, we have a tendency to’d been able to navigate most of the hurdles to urge the most information center website up and running; we merely required to maneuver all our systems there finally the look. I gave the bosses a practical timeline to urge the project completed, however it absolutely was too long. They asked American state to revise the timeline, however the task wasn't accomplishable within the window they wished. unnecessary  to mention, i used to be replaced.

I touched on to a different job however detected through the grapevine what happened later.
The thanks to keep a job: simply say affirmative

The one who replaced American state lasted for a brief time, however conjointly got canned. The CxOs then touched on to Project Leader No. 3. This one didn’t mind telling senior management what they wished to listen to and stayed around a moment.

The third candidate continuing with my initial project set up, however with an important change: Associate in Nursing aggressive timeline, most in order that no one on the team may take daily off for a minimum of many months straight. Pity the worker WHO got sick!

One of the most hurdles in prepping the information center was our ought to get the MPLS affiliation from our telecommunication company to attach all our sites to the new location -- a method that takes a minimum of 3 months.

Project Leader No. three determined to each switch telecommunication suppliers and move to a different information center location somewhat cheaper and farther away (win-win, he said). He canceled the service established with the information center supplier that was already in situ, however conjointly lost the interval needed for the telecommunication to form the required changes.

He thought he may get the new information center up and running in 3 months. It clothed  to require over a year, principally as a result of the new telecommunication seller was within the method of fixing the sort of service offered.

Despite missing the point in time, Project Leader No. three wasn't replaced. I suppose the key to success at this company was knowing specifically what to mention and what to not tell the CxOs, notwithstanding the results.

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