I frequently meet a consultant who is deeply troubled by the implications of the work of a consultant. What we do today may affect the lives of thousands or millions of people for many years to come.
Moreover, most of those people we affect won't have any way to relate a discomfort in their lives to what we are doing today.
They will, perhaps, sheepishly accept the explanation, "That's the way the computer must do it," or the even more insidious, "that's the way things are."
Some consultants I know, particularly those working in shops where nobody ever looks at anybody else's work, salve their conscience by sabotaging their client's information systems.
In many cases, it's difficult to tell whether this is intentional or unintentional. In other cases, there is no doubt.
Many programmers, analysts, and consultants have complained to me that their work holds no meaning for them. They don't know what is being done with the piece of design or specification they work on, or they know and don't approve.
Their response is to stay on the assignment, draw their fee, and badmouth their client at every safe opportunity.
I think it's time we stood up to be counted. We have an enormous responsibility to the people whose lives will be impacted by the organizations we work for.
If we don't believe in what our client is doing, or we don't understand it, then why are we working there? To draw a fat fee? Then what does that make us?
For some years now, I've been giving a set of principles to consultants who are seeking a new assignment, or are considering changing their present assignment because of such doubts.
In recent years, as the job market shrinks, the number of such doubters seems to be increasing so I thought that many professionals would like to see these principles written down:
1. I will not work for an organization whose goals are not consonant with my beliefs.
2. I will not work on projects whose goals I do not understand, or cannot agree with.
3. Before becoming part of a project, I must ﬁrst obtain agreement on what percentage of my time I can (and must) spend on continuing professional development, and what resources will be provided me for that purpose.
4. I will not work under measurement schemes that pit one person's performance against another's. Rather, I will co-operate totally to help others in the project achieve their full potential, as I expect them to help me do.
5. I will not accept work without understanding what is to be done, and why. Nor will I pass work to others without their similar understanding.
6. All my work will always be open and available for critical comments (circumscribed, as appropriate, by security considerations). Furthermore, I will always stand ready to review the work of others in exchange for them returning the service to me.
7. As long as the above conditions are met, I will devote myself in the utmost to achieving the goals of my client and their project.
Over the years, I've found that people who ask these questions and set those conditions don't wind up in jobs that make them miserable. Sometimes, when they ask them honestly they leave their present position for something else that makes them happier, even at a lower fee scale.
Sometimes, a client manager is outraged at one of these conditions, which is a sure indication of trouble later, if not sooner.
Many of us lost souls need some guidance, and it might have been easier to have a set of principles when the job market wasn't so tight. But over the years, I've learned that consultants following these principles are more successful at landing good contracts–ones that make them richer and, more important, happier.
How Do You Say Goodbye?
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