Category: Career

I’ve been out on my own for 5 whole months, and I think that gives me the right to tell everyone to start their own business? Well, yes, actually I do, but probably not for the reason you think. I’m also not suggesting it be your sole source of income, though that does lend a certain urgency to it.

To massively oversimplify it; there’s no way you can lose.

Not everyone will be a Steve Jobs (well, eventually …death and taxes and all that), or a Richard Branson, but in the end there are only two outcomes:

  1. Your business is successful enough that you can continue to pursue that course and support your family, or;
  2. Your business fails and you go back to a regular job.

Wait – I assume you’re saying – the second option sounds like the very definition of loss! However, I have had a lot of time over the last few months to consider what would happen if my own business failed and I had to start looking for a day job. Clearly I would be unhappy, and I don’t know of any entrepreneur who doesn’t hope that their start-up becomes the next Google, but seeing as my aspirations are more mundane, I can actually see the many benefits:

First – You sacked-up and did it – For years I have thought I wanted to be out on my own, but didn’t have the nads to make it happen. I am out on my own now because a) I was made ‘redundant’, b) the 9 – 5 options at my level were very sparse, c) I had enough saved that I could give it a go, and, most importantly, d) a wife who does nothing but support my every move. Even the bad ones. You start your own business and your confidence levels shoot through the roof;

Second – You get to find out if being an entrepreneur is actually right for you – It’s VERY easy – for example – to criticise your bosses all the way up to the board of directors about what you see clearly as mistakes they’re making. Now it’s your problem, your mistakes, and potentially YOU who is now the one screwing up your employees’ lives. That’s OK though – not screwing up peoples’ lives of course – because if you do end up going back to a 9 – 5, you’ll have a better understanding of the pressures, and may be able to communicate your solutions in a language they’ll understand;

Third – It’s easy – Of course, I know that NOW, but before I knew how it was done it looks very intimidating. You have to have an idea in the first place, hopefully an existing pipeline, then you fill out forms for Companies House, HMRC, bank accounts, web designs, marketing and the whole gamut. But, and here’s the kicker, there are literally hundreds of people you can ask, and who love to help. My own journey has been ugly, but fascinating, and now that I know what to do, any idea can become a new business, whether I’m running it, or helping someone else;

Fourth – You become far more aware of other business ideas – Whether or not your current venture succeeds, by going through the process you adopt the entrepreneurial mind-set whether you mean to or not. Ever notice how, when you’re considering buying a certain type of car, that you suddenly see them everywhere? Business ideas are the same when you’ve had one of your own (business, not car);

Fifth – You’ll be more content. If your business succeeds, you’ll never be happier, but if it fails, you’ll at least know that when you’re back in your 9 – 5 that starting your own business is not for you, and be more content where you are. Maybe you’ll work for a few years to save the capital for your next business, or maybe you’ll succeed beyond all previous expectations in your 9 -5, either way, you’ll have what too few people out there attain in the Information Age; Self awareness.

Try being content or successful at anything without it.

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I think most of us have either heard of, or experienced in some way, this statement; “Employees tend to rise to their level of incompetence.”. (Laurence J. Peter and Raymond Hull)

And some of us, if we’re completely honest, were guilty if it ourselves at some point [cough].

But what happens when it’s the person who started out at the top? By either point-in-time genius, or sheer dumb luck, they manage to take a small company into the big-time.

How do you tell the person at the top it’s time to step down?

There are 3 types of CEO:

o

  1. ‘CEOs’ who are very good at taking an idea to a level where they are noticed by larger companies who wish they had thought of the idea first. But that’s it;
    o
  2. CEOs who are gifted at taking a small company public, and making everyone lots of money. But that’s it; and
    o
  3. CEOs that can lead a company for the long haul. And yes, that’s it for them too.

The BEST CEOs know which they are, and have the ego-less foresight and common sense to step aside when their job is done. Unfortunately the rest end up driving their companies into the ground and taking their employees with them.

Which begs the question; Why is corporate social responsibility almost entirely outward facing?

I have long thought of our places of work as the new communities. Historically, we humans derived a great deal of our security, sense of belonging, and even a large chunk of our identities from the communities in which we lived. But, not any more. At least not in the major cities of the industrialised countries that represent the lion’s share of the people reading this. Physical communities have been replaced by the organisations where we spend increasing amounts of time, especially now that we’re never off-line.

Should CEOs be more accountable to the people they employ? Not for money, healthcare, career advancement etc, but for the more fundamental human needs expressed in the previous paragraph?

A business is not a democracy, and the CEO has no legal obligation whatsoever to do anything of the sort. But is it really so difficult? Security and a sense of belonging just takes a culture that places values on them. As for our identities, don’t we all love buying into a vision of the future? One in which we can believe?

And what’s so wrong with just saying thank you? A SINCERE thank you directly from the CEO to an individual will engender a 100 times more loyalty than an annual 3% cost of living increase.

In a global market where competitive advantages are measured in weeks, not years, and where people can telecommute from half a globe away, the most successful businesses will be the ones where they have the hearts of their people. Not a resignation of things never getting anything better. Innovation and creativity will only be shared within the company if their basic human needs are met, otherwise they’ll take their ideas with them to the competition.

I don’t know if I’ll ever have employees, but I would hope that I treat them with all the respect they deserve, and not as things to be used for my benefit.

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We’ve all seen these signature blocks;

[Name], CISSP, CISM, CISA, QSA, CRISC, CGEIT, PCIP, ISO LA, ITIL, Prince II, blah, blah….

These acronyms belong in two places; your LinkedIn [and equivalent] profile, and your CV/Resume/Bio. They have no place in your email signatures, nor on your business cards.

It’s not like we studied for a number of YEARS to get a MSc, or PhD. We read a book, and passed a multiple choice exam. We didn’t even have to know how to IMPLEMENT what we learned, we just had to memorise and regurgitate. Most questions end up being a 50/50 guess anyway if you don’t actually know the right answer.

I’m not saying certifications are totally meaningless, they are a great beginning for those trying to break into the cybersecurity industry, but once in, it’s your experience that needs to do the talking for you. Or better yet, the clients you helped do the talking for you. Your certifications show that you have some commitment, and who knows, maybe you’ll even learn a couple of things that are useful. But these things don’t help you much when you’re face-to-face with a real client asking for your guidance, and all you can do is read from a book.

Learning anything new is messy. You’re clumsy at first, you make LOTS of mistakes, and you may begin to doubt yourself. But get past that first client, the one who you helped …eventually, the one who actually thanked you afterwards, and THAT’S when your learning really starts. You EARNED that, and it’s not a feeling you’ll ever get from an acronym or a book.

With security, there are no certification that really get to the fundamental point, the meaning behind all of this. I guess CISSP gets the closest because its 10 Common Bodies of Knowledge (CBKs) cover things from Risk Management to Business Continuity, but no-one really cares about that stuff at senior leadership level, it’s just detail.

What’s important is STAYING in business, growing, going international, going public, shareholders and so on, and not one certification out there helps you explain to the CEO how IT and IT security can help get them there. No certification ever will, it’s something you have to learn for yourself, and something that will change with every client with whom you work.

There are no certifications for, or shortcuts to, being a consultant who ‘gets it’.

I have likened security to insurance, but that’s not really fair. Selling security is like selling insurance, but in the end insurance is just risk mitigation, security is business enablement. Security is not the goal, and it’s easy to get caught up in the moment and forget why we are really there in the first place.

So, as for your signature blocks, far better I think is to have the number of years you’ve been in cybersecurity, and the number of clients you’ve helped. Something like;

David Froud

Years In Cybersecurity: 17, Clients Helped: Hundreds

Think it’ll catch on? 🙂

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One of these days I will learn to do some proper research on my blogs in order to provide the links to materials that I only assume exists. I can say there are thousands of articles out there on presentation skills, and not quote a single one.

Not going to this time either, but when I type in ‘presentation skills tips’ into Google, I got 17.5M hits, so it’s out there.

This is not about HOW to present though, that’s been covered by people far better at it than me, this is about WHEN to present, or more specifically, when NOT to.

A phrase occurred to me today that I feel sure I’ve stolen (and more than likely corrupted) from someone else, but I can find it’s like;

“A good idea presented badly, is often less effective than a bad idea presented well.” 

To illustrate, I will go to the extremes.  Fascism is a VERY bad idea, but I know of two people in history that turned their entire countries to it.  Ending World hunger is a VERY good idea, but the altruistic pleas of those who dedicate their lives to it, fall on mostly indifferent ears.

How is this possible?  Well, the two Fascists I’m thinking of were incredibly charismatic (according to the history books), and understood human nature innately (exploitive).  The people who want to end world hunger are usually too busy working toward that goal to do the rounds, and the chances are, they are not much into oratory (givers).

Humans are basically good, and it’s not that we don’t care, it’s that we have our own lives to get through, and we are generally far more receptive to the concept of mutual benefit than we are towards ‘one sided’ charity.

So what does this have to do with presentations?  Let me ask you; Are you good at presenting, and do you enjoy it?

I can guarantee that more people THINK they are good at it than actually are, and that the ones that don’t enjoy it, never are.

So whom do you want presenting your business plan to angel investors?  Or whom do you want presenting your company’s proposal for a multi-million $/£/€ deal?  Right, someone who’s really good at it, but for some reason this is not always a prerequisite.

Presentation skills are up there with any skill you want for your business, from sales, to finance, to consultancy, to R&D, and should be every bit as important a entry on your CV/resume as your education and work experience.  Smart hirers even have their candidates perform a presentation during the interview process.  Candidates have 1 hour to create a 5 slide presentation, and 15 minutes to delivery it + Q&A.

I’m not saying don’t hire people who CAN’T present well, they may simply not have the experience, but you have to KNOW this both for your business’s sake, and the candidates.  If their job requires significant face-time with the client, the importance of presentation skills is almost paramount.

Every organisation needs a couple of people who are their ‘big guns’ in terms of presenting, and they should be brought out when the stakes are high.  Choosing your presenters by availability is asking for trouble.

If you are poor at presenting, this is the one time I will say work on your weakness, it will pay dividends.

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Odd title, but things that come to you in dreams about being a 60’s record producer, and you’re wearing bright red flares, tend to not be particularly normal.

But I’m awake now, and yes, I look awful in red polyester.

Aaaaaanyway, my first waking thought was that as negative as the title may seem, it’s actually all about opportunity.  How many people really look back at a spectacular fail in their lives, and accept 100% of the responsibility for it?  Too few I suspect, and they have missed a tremendous opportunity to improve their lives going forward.

It’s human nature to blame someone, or something else initially: bad timing, the market crashed, stiff competition, moron boss and a whole multitude of other excuses.  I chose the word excuses carefully, because that’s exactly what they are.

I’m not saying it’s always your fault, and I’m not talking about blame here, but accepting the RESPONSIBILITY for ALL of your failures is the only way to both move on, and learn from them.

“Those who cannot remember the past are condemned to repeat it.”, George Santayana.

You get fired for mouthing off to your boss, and blame the boss?  Guess what’s going to happen next time?  You may have even been right, but you really only had two choices; stay where you are and try another angle to get what you want, or leave.  Mouthing off was not an option, at least not for that boss who held your career in their hands.  Or the next one probably.

Like it or not, as long as you ARE an employee, there will be people and situations in your life that frustrate you.  Quite often, the exact opposite of what you normally do might be the best next step; If you’re very aggressive, try being reasonable, if you’re passive, try being a little more assertive, and if you’re a lot better at your job than your boss (and they know it), try considering THEIR ego for a while.

If you can’t do these things – and I am a perfect example – you have no choice BUT to accept full responsibility.  For the good AND for the bad mind you.

And never, I mean NEVER go after revenge!  As tempting as it may be, and as satisfied as you will feel at the moment of ‘triumph’, you have just created an enemy, one who will have no problem exacting THEIR revenge at some point down the road. They may also be better at it than you.

After all, the best revenge really is becoming more successful (in whatever way YOU measure success) than those you left behind.

I would be an incredible hypocrite if was to lecture anyone on being a saint, but I can at least accept full responsibility for everything that’s ever happened to me.  I take pride in my successes, and laugh at my abject failures …eventually.

I could list a thousand trite quotes like; The Chinese word for crisis is also the word for opportunity , blah, blah, blah…. this isn’t even true by the way

I prefer the much simpler; Accept it, and move on.

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