When Is It Okay to Say You Are a System Administrator
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@wirestyle22 The same as when I was hired. I run everything IT. We have more users, equipment, servers and projects. Most projects are a result of me identifying needs and ways to make things better. Whether it is efficiency or quality of service. Although, I am looking for a jr level IT generalist admin person to deal with the end user stuff and assist in projects.
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@wrx7m What technical knowledge did you have when you started? You said you only had odd jobs. Did you go to school for IT? Where did your knowledge come from? What did your technical test consist of?
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I wasn't attempting to imply that IT doesn't get involved hiring other IT, just that that's very far from the norm in the real world as a general rule. It certainly happens, just not nearly as much as some seem to think it does. I've never once interviewed with IT anywhere from government agencies to Fortune 100 enterprises, or SMBs. Sure there must be many that do have IT hire IT, but it's the exception in places that understand how to not be dumb, which is sadly less common than it should be. That was more the point I was making.
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@tirendir You are generally correct.
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@wirestyle22 Sorry. I didn't mean to imply that I only had odd jobs. I had been working full time in IT until late 2008 and the economy took a dive. At that point, I was let go from an IT service provider and I was doing odd jobs looking for full time work for about 18 months. It was really tough.
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@wrx7m Oh I see.
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@tirendir said in When Is It Okay to Say You Are a System Administrator:
Most of this discussion is based around the false premise that people who know IT are hiring IT for most organizations. That's simply untrue.
It's not untrue, it is only untrue in markets that should not be hiring IT at all, like the SMB. In the enterprise and large businesses, IT hires IT. Just like every other job function.
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@scottalanmiller said in When Is It Okay to Say You Are a System Administrator:
@tirendir said in When Is It Okay to Say You Are a System Administrator:
Most of this discussion is based around the false premise that people who know IT are hiring IT for most organizations. That's simply untrue.
It's not untrue, it is only untrue in markets that should not be hiring IT at all, like the SMB. In the enterprise and large businesses, IT hires IT. Just like every other job function.
They should be hiring MSP's, but that doesn't mean they are
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@tirendir said in When Is It Okay to Say You Are a System Administrator:
Being good at business does not necessitate having good IT...
No, but it does necessitate trying to have good IT.
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@scottalanmiller Since when aren't almost all MSPs SMBs too? Or are they silently excluded from that blanket statement?
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@tirendir said in When Is It Okay to Say You Are a System Administrator:
@scottalanmiller Since when aren't almost all MSPs SMBs too? Or are they silently excluded from that blanket statement?
MSP's can hire many different specialists and have them cover multiple contracts offering better support than the contracts they support can offer themselves. As an example you are not likely to see a database admin at a typical SMB
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@wirestyle22 One thing that I have been able to do is market myself here. Every time we have reviews, they give me x% of a raise and know that I am going to negotiate more. Only once did I not get what I asked for (this was at 90 days on the job) but I did get more than I had been given.
When dealing with people that manage you and don't have the first clue as to what you do, you have to make sure that they know, you know what you are doing and that you are doing a lot of it. The key is that you overwhelm them with the results of what you have been working on. Results aren't always as tangible. For instance, one of the first things I went through were the GPOs. I spent hours and hours looking at what was in place and went through and re did them. I printed out a copy of the domain-wide GPO and it was quite thick. Then I printed out Visio diagrams of the network infrastructure that I had mapped and revised. Then I was able to compile a list of accomplishments for the previous year and projects that I was currently working on or would be working on the next year. Each year I check them off and add more for the next.
You have to show them things in ways that they understand. Most of the time, it is printed on paper. Now I just stick to the accomplishments and projects lists and save the paper because they know the quality and volume of work that I do for them.
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@wirestyle22 While this is true, the vast majority of SMBs may have no need for specialists except for infrequent project work, or for one very specific thing on a regular basis. That makes MSPs a sizable money sink versus on-site IT 99% of the time, because MSPs make money providing expertise. If no substantial level of expertise is required, why pay for what amounts to worthless expertise to the SMB in question?
Since SMBs are fighting most MSPs for the same talent.. what makes MSPs automatically superior to the SMBs they serve, especially since they don't have any more resources than the SMBs do to fight for said talent (perhaps even less)?
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@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 One thing that I have been able to do is market myself here. Every time we have reviews, they give me x% of a raise and know that I am going to negotiate more. Only once did I not get what I asked for (this was at 90 days on the job) but I did get more than I had been given.
When dealing with people that manage you and don't have the first clue as to what you do, you have to make sure that they know, you know what you are doing and that you are doing a lot of it. The key is that you overwhelm them with the results of what you have been working on. Results aren't always as tangible. For instance, one of the first things I went through were the GPOs. I spent hours and hours looking at what was in place and went through and re did them. I printed out a copy of the domain-wide GPO and it was quite thick. Then I printed out Visio diagrams of the network infrastructure that I had mapped and revised. Then I was able to compile a list of accomplishments for the previous year and projects that I was currently working on or would be working on the next year. Each year I check them off and add more for the next.
You have to show them things in ways that they understand. Most of the time, it is printed on paper. Now I just stick to the accomplishments and projects lists and save the paper because they know the quality and volume of work that I do for them.
I've done this. It comes down to what they believe. One of my bosses said "We haven't had any issues. Do we even need IT?" Not kidding. I even explained for over an hour, everything that I did to make that happen and she just chose not to believe me. I spoke about this before on ML and everyone told me to leave. I did.
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@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 One thing that I have been able to do is market myself here. Every time we have reviews, they give me x% of a raise and know that I am going to negotiate more. Only once did I not get what I asked for (this was at 90 days on the job) but I did get more than I had been given.
When dealing with people that manage you and don't have the first clue as to what you do, you have to make sure that they know, you know what you are doing and that you are doing a lot of it. The key is that you overwhelm them with the results of what you have been working on. Results aren't always as tangible. For instance, one of the first things I went through were the GPOs. I spent hours and hours looking at what was in place and went through and re did them. I printed out a copy of the domain-wide GPO and it was quite thick. Then I printed out Visio diagrams of the network infrastructure that I had mapped and revised. Then I was able to compile a list of accomplishments for the previous year and projects that I was currently working on or would be working on the next year. Each year I check them off and add more for the next.
You have to show them things in ways that they understand. Most of the time, it is printed on paper. Now I just stick to the accomplishments and projects lists and save the paper because they know the quality and volume of work that I do for them.
I've done this. It comes down to what they believe. One of my bosses said "We haven't had any issues. do we even need IT?" Not kidding. I even explained for over an hour, everything that I did to make that happen and she just chose not to believe me.
Well, in that case, you need to move on. They won't realize what they had until you are gone. I came here at a great time. After a list of people that didn't really know what they were doing or care enough to do it well then they tried the service provider and were desperate for someone to just make things work well. I almost didn't want the job because it was so much work at first. I was in over my head but I am glad I did. I would take this job again in a heartbeat.
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@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 One thing that I have been able to do is market myself here. Every time we have reviews, they give me x% of a raise and know that I am going to negotiate more. Only once did I not get what I asked for (this was at 90 days on the job) but I did get more than I had been given.
When dealing with people that manage you and don't have the first clue as to what you do, you have to make sure that they know, you know what you are doing and that you are doing a lot of it. The key is that you overwhelm them with the results of what you have been working on. Results aren't always as tangible. For instance, one of the first things I went through were the GPOs. I spent hours and hours looking at what was in place and went through and re did them. I printed out a copy of the domain-wide GPO and it was quite thick. Then I printed out Visio diagrams of the network infrastructure that I had mapped and revised. Then I was able to compile a list of accomplishments for the previous year and projects that I was currently working on or would be working on the next year. Each year I check them off and add more for the next.
You have to show them things in ways that they understand. Most of the time, it is printed on paper. Now I just stick to the accomplishments and projects lists and save the paper because they know the quality and volume of work that I do for them.
I've done this. It comes down to what they believe. One of my bosses said "We haven't had any issues. do we even need IT?" Not kidding. I even explained for over an hour, everything that I did to make that happen and she just chose not to believe me.
Well, in that case, you need to move on. They won't realize what they had until you are gone. I came here at a great time. After a list of people that didn't really know what they were doing or care enough to do it well then they tried the service provider and were desperate for someone to just make things work well. I almost didn't want the job because it was so much work at first. I was in over my head but I am glad I did. I would take this job again in a heartbeat.
I thought I would enjoy being a part of a team, but I actually prefer working alone. There is no communication here and I find so many things not documented and also completely mis-configured. I end up doing their job for them.
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@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 One thing that I have been able to do is market myself here. Every time we have reviews, they give me x% of a raise and know that I am going to negotiate more. Only once did I not get what I asked for (this was at 90 days on the job) but I did get more than I had been given.
When dealing with people that manage you and don't have the first clue as to what you do, you have to make sure that they know, you know what you are doing and that you are doing a lot of it. The key is that you overwhelm them with the results of what you have been working on. Results aren't always as tangible. For instance, one of the first things I went through were the GPOs. I spent hours and hours looking at what was in place and went through and re did them. I printed out a copy of the domain-wide GPO and it was quite thick. Then I printed out Visio diagrams of the network infrastructure that I had mapped and revised. Then I was able to compile a list of accomplishments for the previous year and projects that I was currently working on or would be working on the next year. Each year I check them off and add more for the next.
You have to show them things in ways that they understand. Most of the time, it is printed on paper. Now I just stick to the accomplishments and projects lists and save the paper because they know the quality and volume of work that I do for them.
I've done this. It comes down to what they believe. One of my bosses said "We haven't had any issues. do we even need IT?" Not kidding. I even explained for over an hour, everything that I did to make that happen and she just chose not to believe me.
Well, in that case, you need to move on. They won't realize what they had until you are gone. I came here at a great time. After a list of people that didn't really know what they were doing or care enough to do it well then they tried the service provider and were desperate for someone to just make things work well. I almost didn't want the job because it was so much work at first. I was in over my head but I am glad I did. I would take this job again in a heartbeat.
I thought I would enjoy being a part of a team, but I actually prefer working alone. There is no communication here and I find so many things not documented and also completely mis-configured. I end up doing their job for them.
I would imagine it has to do with the people you are working with/for. If you aren't able to overcome it and aren't recognized for pulling their weight, you should prepare your exit. You have the benefit of trying to find a job while you already have one.
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@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 One thing that I have been able to do is market myself here. Every time we have reviews, they give me x% of a raise and know that I am going to negotiate more. Only once did I not get what I asked for (this was at 90 days on the job) but I did get more than I had been given.
When dealing with people that manage you and don't have the first clue as to what you do, you have to make sure that they know, you know what you are doing and that you are doing a lot of it. The key is that you overwhelm them with the results of what you have been working on. Results aren't always as tangible. For instance, one of the first things I went through were the GPOs. I spent hours and hours looking at what was in place and went through and re did them. I printed out a copy of the domain-wide GPO and it was quite thick. Then I printed out Visio diagrams of the network infrastructure that I had mapped and revised. Then I was able to compile a list of accomplishments for the previous year and projects that I was currently working on or would be working on the next year. Each year I check them off and add more for the next.
You have to show them things in ways that they understand. Most of the time, it is printed on paper. Now I just stick to the accomplishments and projects lists and save the paper because they know the quality and volume of work that I do for them.
I've done this. It comes down to what they believe. One of my bosses said "We haven't had any issues. do we even need IT?" Not kidding. I even explained for over an hour, everything that I did to make that happen and she just chose not to believe me.
Well, in that case, you need to move on. They won't realize what they had until you are gone. I came here at a great time. After a list of people that didn't really know what they were doing or care enough to do it well then they tried the service provider and were desperate for someone to just make things work well. I almost didn't want the job because it was so much work at first. I was in over my head but I am glad I did. I would take this job again in a heartbeat.
I thought I would enjoy being a part of a team, but I actually prefer working alone. There is no communication here and I find so many things not documented and also completely mis-configured. I end up doing their job for them.
I would imagine it has to do with the people you are working with/for. If you aren't able to overcome it and aren't recognized for pulling their weight, you should prepare your exit. You have the benefit of trying to find a job while you already have one.
It comes down to what my actual worth is as an employee which is not clear
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@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 said in When Is It Okay to Say You Are a System Administrator:
@wrx7m said in When Is It Okay to Say You Are a System Administrator:
@wirestyle22 One thing that I have been able to do is market myself here. Every time we have reviews, they give me x% of a raise and know that I am going to negotiate more. Only once did I not get what I asked for (this was at 90 days on the job) but I did get more than I had been given.
When dealing with people that manage you and don't have the first clue as to what you do, you have to make sure that they know, you know what you are doing and that you are doing a lot of it. The key is that you overwhelm them with the results of what you have been working on. Results aren't always as tangible. For instance, one of the first things I went through were the GPOs. I spent hours and hours looking at what was in place and went through and re did them. I printed out a copy of the domain-wide GPO and it was quite thick. Then I printed out Visio diagrams of the network infrastructure that I had mapped and revised. Then I was able to compile a list of accomplishments for the previous year and projects that I was currently working on or would be working on the next year. Each year I check them off and add more for the next.
You have to show them things in ways that they understand. Most of the time, it is printed on paper. Now I just stick to the accomplishments and projects lists and save the paper because they know the quality and volume of work that I do for them.
I've done this. It comes down to what they believe. One of my bosses said "We haven't had any issues. do we even need IT?" Not kidding. I even explained for over an hour, everything that I did to make that happen and she just chose not to believe me.
Well, in that case, you need to move on. They won't realize what they had until you are gone. I came here at a great time. After a list of people that didn't really know what they were doing or care enough to do it well then they tried the service provider and were desperate for someone to just make things work well. I almost didn't want the job because it was so much work at first. I was in over my head but I am glad I did. I would take this job again in a heartbeat.
I thought I would enjoy being a part of a team, but I actually prefer working alone. There is no communication here and I find so many things not documented and also completely mis-configured. I end up doing their job for them.
I would imagine it has to do with the people you are working with/for. If you aren't able to overcome it and aren't recognized for pulling their weight, you should prepare your exit. You have the benefit of trying to find a job while you already have one.
It comes down to what my actual worth is as an employee which is not clear
Exactly. Since they can't see it, then find someone who can. If you need to get some more experience, see if you can setup an inexpensive lab at work while you look for something else.
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I was reading a bit elsewhere where someone mentioned that SMB admins get paid for X task at 1X value and another task at X10 value, so their value is lesser. However, I would like to point out that the value is cumulative, and even enterprise specialists are a dime a dozen, while good SMB admins are not. The value is proportional to the business size, so a 10X value is not the same value to an organization with Y resources versus an enterprise with 1,000,000Y resources.
It's really not as simple as some have suggested it to be, because a million dollars is a crap-ton of money for someone who makes 50k/year, as that's 20 years worth of income if they someone managed to not spend a single penny. For someone who makes 100K/year, it's worth less than half that.. because all the extra resources allow for more investments, and other means through which to amass more resources. Just because Enterprises think something is worth X doesn't change that most SMBs will ascribe a VASTLY different value to that same thing. The two are practically incomparable without acknowledging that needs and value are totally and completely different, because it is a subjective ascription.
