Showing posts with label jobs. Show all posts
Showing posts with label jobs. Show all posts

Saturday, December 16, 2017

My First Week in a Software Job

We were asked, "What was your first week like at your first software engineering job?"

In June, 1955, I went to work for IBM in San Francisco. Of course, at that time there was no such thing as "software engineering." In fact, there was no such thing as a "programmer." My title was "Applied Science Representative." I was supposed to apply science to the sale of IBM computers.

I was told that in two weeks I was to teach a course in programming the IBM 650.

That presented a few problems.

  • I had never programmed any computer before.

  • Nobody in the IBM office had ever programmed a computer before.

  • Nobody in the IBM office had ever seen a computer before.

  • There was no computer in the office—just a bunch of punch card machines.

  • In fact, as far as we knew, there was no computer in San Francisco.

I spent the next two weeks in a closet in the IBM office studying all the IBM manuals that were stored there, preparing myself to teach this course. I was pretty much a lone ranger, without the horse or any faithful Indian companion. Actually, no companion at all.

That was over 60 years ago, and now I have a multitude of companions. Even so, it was a special time and an unforgettable first two weeks, so thank you for asking this question.

If you want to know more about what it was like in those thrilling days of yesteryear, you should follow Danny Faught's blog. Back then, we used to listen to the Lone Ranger on radio (there wasn't much, if any, television).

"Hi-Yo, Silver! A fiery horse with the speed of light, a cloud of dust and a hearty ‘Hi-Yo Silver'... The Lone Ranger! With his faithful Indian companion, Tonto, the daring and resourceful masked rider of the plains led the fight for law and order in the early Western United States. Nowhere in the pages of history can one find a greater champion of justice. Return with us now to those thrilling days of yesteryear. From out of the past come the thundering hoof-beats of the great horse Silver. The Lone Ranger rides again!"


<http://www.geraldmweinberg.com (Formerly The Lone Programmer)

Monday, October 23, 2017

Where do old programmers go?

As far as I can tell, I’m the oldest old programmer to answer this question so far. I’m so old that the title “programmer” didn’t even exist when I started.

I celebrate my 84th birthday this week, and as far as I know, most of the programmers who were around under various titles when I started (in 1956, maybe 20 of us in the USA) are now dead. I hope they’ve gone to heaven (the cloud?).

Myself, I gradually ceased writing code for money and transitioned to training younger people to be outstanding professional programmers. I still write lots of code for my own use and amusement and learning, but it’s been at least 40 years since I could tolerate writing code for a boss who didn’t understand what programming was all about.

I’ve earned multiple livings as consultant, teacher, and writer. Always about programming, but more about design rather than coding details as the years went by. If you’re good, you can do any of these things even at advanced age, but you can’t just sit around waiting for someone to find you.

If you’re not good, than either get good (it’s never too late) or retire. We don’t need mediocre programmers, and we never did.


Friday, May 26, 2017

Advice to New Graduates

It's now graduation season, time to give advice to new graduates entering the world of work. Every few years, I notice the season and republish some old, but still valid, advice I offered my youngest son, many seasons ago.

Letter to My Son, John
(On the occasion of his graduation with a degree in computer science)

Dear John,
I know some of the other fathers are giving their sons BMWs for graduation, but as a fresh computer science graduate, you're probably going to be earning more than I do as a writer.

It's not totally dishonorable being a writer. Last month, when Dani and I were in Hannibal, Missouri, we visited Mark Twain's birthplace. They've made it into a museum, and it seems to attract a lot of tourists.

Before computer scientists came along, writers used to be pretty famous, and some of them even got rich. So save this letter. You may not appreciate the advice, but someday you might be able to donate it to a museum.

On the wall of the museum, under an old photograph of his schoolhouse, was this quotation from one of Twain's letters:

"I was always careful never to let my schooling interfere with my education."

Being an old-timer in computer science myself, I didn't have to be as careful as Mark Twain. When I went to school, there was no such thing as computer science. There wasn't even a computer—unless you count me (that was my job title).

I made 90 cents an hour inverting matrices for the physics department, using a clunky old Friden, paper, pencil, and lots of erasers. No, I'm not going to advise you to complete your education by inverting some 10 by 10 matrices with a Friden. If I wanted to build your character, I'd buy you a hair shirt for graduation.

Subject Matter
I did want to tell you how lucky you were to have such fine schooling as part of your education. I hope that the next stage of your education will be half as good, which it ought to be, if only you can stay out of the trouble I got into when I was a fresh graduate.

The problems I caused myself weren't due to things I didn't learn in my schooling. As another great American humorist, Will Rogers, said, "It's not what you don't know that gets you in trouble, it's what you know that ain't so."

If my experience is any guide, there are a few parts of your schooling you may want to forget before you report for your first job.

The first and easiest thing you'll have to forget is all the specific facts you learned in your technical courses. If you had majored in Greek grammar, or in the history of rural Belgium in the Middle Ages, you wouldn't have to forget all the facts you so patiently memorized. In some subjects, the facts haven't changed in the past few generations, but you certainly can't say that for Computer Science.

Did you ever stop to think why Computer Science graduates are paid so much more than Greek or History majors? Did you think it was because of the scraggly black beard or your long fingernails? Well, it's not.

It's because Computer Science is high technology—and that means the entire subject matter is changing even as you read these words. The history student is being paid a pittance to remember a body of relatively fixed material, but you're being paid that fabulous salary largely because of your ability to keep pace with innumerable rapid changes.

Being a specialist in information processing, you should be able to understand the process that led to the information you found in your textbooks.  A fact that you found in your freshman textbook would be four years old by now even if it was brand new when you were wearing a beanie. But the book was probably two years old or more by that time, which makes it at least six years out of date.

And you also have to consider that a book takes about a year to publish after it is written, and perhaps two years to write in the first place. You can conservatively add another year for the author's inability to keep up with the latest in new technology.

That makes a nice round ten years for the age of the facts you learned as a freshman. It's not much better for what you learned as a senior—and could be worse, because advanced texts take longer to write, longer to publish, and are too expensive to keep updating every couple of years. Just how long is 10 years of computer technology? Well, I read the other day about the resale value of some System 370 models IBM introduced (ten years ago). Back then, they sold for about $3 million. Today, their book value is exactly zero. The big argument is whether to pay people for hauling them away or to call it even for the scrap value.

IBM used quite a bit of gold and silver in the connectors in these models, which accounts for any value they still have. So, unless you're in collecting precious metals, don't start your career in an organization whose computer is ten years old, either. Keep your gold fillings, but forget whatever facts you learned in school.

But don't worry. It's not so hard to forget facts. Psychological studies show that 24 hours after a lecture, you've forgotten half the facts presented. In the succeeding days, this halving process continues unabated.The same thing happens after an exam—as you certainly must have learned by now.

Once in a while, though, in spite of your best efforts to forget everything, something you learned in school will pop into your head. In that case, just keep it to yourself. The last thing you want to do on your new job is to go broadcasting your ignorance to your coworkers. Instead, close your mouth and open your ears. You might learn something that's new to replace the obsolete fact—which is even better than forgetting.

Grades
Telling your coworkers about all the facts you learned in school is almost as bad as telling them about your grade point average. I know it's hard to accept—especially after all the emphasis on grades the past 16 years of your life—but now that you've landed a job, nobody is interested in your college grades.

But forgetting your grade point average isn't nearly enough. You must also forget everything you know about grades and grading. Business is not school. You may be "graded" on your job, but it won't be on the same basis you were graded on at school.

For instance, when you wrote that little assembler for ComSci 321, you didn't have time to finish the macro facility. So you turned in a partially finished job for a B-plus.

Or that time the micro you designed for ComSci 442 gave the wrong remainder on floating point division. You took an A-minus and were glad to be rid of the thing.

Those strategies don't work on the job. There are no B-plusses for partially completed projects. And no A-minusses for hardware or software with bugs. On the job, you finish your tasks and you finish them right, or you flunk.

Or maybe you think you can take an Incomplete like you did when you didn't want to stop working on that really interesting flow tracer. Or the time you spaced off the last program in advanced programming. Well, forget Incompletes, too.

Specific Plans
If you have a good boss and you're sufficiently interested in something to want to continue working on it, you'll probably be allowed to do it—on your own time—and only after you've turned in the project as assigned. As far as other reasons for Incompletes, forget them.

If you flunk, you won't have to worry about going in to argue with the boss about getting a higher grade. Your boss will call you in before you get a chance.

But don't waste your time preparing arguments for raising your grade. Instead, prepare specific plans for finishing the project or getting rid of the bugs. And also prepare plans for improving your performance on the next assignment. If you don't there may be no next assignment.

Oh, you're not likely to get fired—not in today's business world. More likely, you'll get trivial assignments—and keep getting them until you can prove you're capable of finishing something correctly and on time.

There are no A and B grades. Only A and B assignments. Your college grade average might earn you an A assignment for your first project, but it will never earn you a second.

I know it's a bit frightening to learn that you must get an A on every assignment, but once you've mastered the art of "cheating," it's not nearly as bad as it sounds. Actually, the sound of the word "cheat" is the biggest barrier you'll have to overcome. I don't mean it in the sense of "cheating on your wife" or "cheating at cards," but more in the sense of "cheating death."

By "cheating," I mean going outside the rules that previously bound your thinking. Some instructors say it's cheating to solve an exam problem using a method that wasn't taught in class, or even by looking up the answer. In fact, some instructors still consider it cheating if you use a computer to help you solve your homework! But on the job, you're being paid to use any method that works.

You've spent the past 16 years of your life learning to play by the teacher's rules. Now you're expected to invent your own rules, and you're going to find it difficult to use "any method that works." But once you manage to forget about teachers and their rules, you'll find that this kind of cheating is as natural as drinking beer on a warm summer day.

More natural, actually. Drinking beer is an acquired taste, but breaking the rules is the natural heritage of every human being. Indeed, our superior cheating ability is what differentiates us human beings from all the other animals.

A fox is supposed to be a cunning hunter, but human beings can outhunt any fox that ever lived. How? By cheating, that's how. They "cheat" by getting other people to help them and by using tools invented by other people. You may not call those things cheating, but they sure look like cheating to the fox.

The reason you don't consider cooperation and use of tools as cheating is that you're a human being, not a fox. Your teachers had to forbid "cheating" in school in order to create an environment for teaching facts (which you'll have to forget) and giving grades (which are now worthless). They had to make you forget, temporarily, the basic ability that makes you human—the ability to cooperate.

On the job, you'd better remember your humanity. You don't sign an "honor code" saying you have neither given nor received help. On the contrary, if your boss sees you never help anyone else, or haven't the brains to ask for help when you don't know something, you'll be severely downgraded. If you do everything from scratch and fail to use the simplest shortcuts you can find, you'll be consider an ox, not a fox.

It's actually not that hard to work effectively with other people, even after all those years of isolation. Outside the classroom, where most learning takes place, you have plenty of practice getting and giving help—study groups, team projects, or just those endless conversations over cold coffee in the Union. You may have thought you were just wasting time, but you were actually practicing for the world of work.

Well, I know that's a lot of stuff to forget in so short a time, but I know you can do it if you set your mind to it. Underneath that schoolboy exterior, there beats the heart and throbs the brain of a real human being.

Before you know it, you'll have forgotten all that schooling and gotten on with the business of your education. Good luck!


Love, Dad.

Wednesday, November 09, 2016

How do I choose the right career?

The question was, "How do I choose the right career?"

My answer was, "You can’t."

Other responders told you things about how to choose your right JOB, but a job is not a career. Maybe before the 21st century, the world of work was sufficiently stable that one could choose a career, but not longer.

For instance, I’m an old guy so I’ve had sort of a career—in computing. But back in the 1940s, when I asked this question, computers didn’t even exist. At least, none of my career counselors knew of them.

And even for the 20th century, I’ve had a rather stable career. My wife, on the other hand, started out to be a concert pianist, then became a musicologist, then a piano teacher, then an anthropologist, then a management consultant, then a world-class dog trainer, and right now is an animal behavior specialist. She works primarily with canines, but until she was 33 years old, she was deathly afraid of dogs.


In other words, don’t try to choose the right career, but prepare yourself for choosing many careers throughout your working life. Learn the fundamental skills that will serve you well in all your future careers, whatever you choose, whenever you choose them—people skills, problem solving, and systems thinking are what come to my mind as things you'd need in all careers. 

That's why I've studied these things, teach them in workshops, and write books about them.

Friday, September 30, 2016

How can someone prepare for consulting?

Someone asked, "How can someone prepare for consulting?"

Here's my short answer:

You can look upon consulting as having two parts (for the sake of this answer): subject matter expertise and expertise at offering advice on any subject. Obviously, you prepare tor consulting by becoming an expert in some subject matter—railroads, computers, marriage, divorce, submarines, glass, beer, management, software development, anything at all. Each subject will be different and require a different way to prepare.

The second part, though, has a great deal in common regardless of the subject matter. You need to know how to offer advice that people will listen to and act upon. Over my many decades as a consultant, I’ve frequently been asked about how to do this. So I wrote a book on the subject—and thus became a consultant to other consultants.

The book, The Secrets of Consulting, became so popular that I wrote a second book, More Secrets of Consulting, which also became a valued resource for consultants. So, unless you’d like to hire me as your consultant at $500/hour, and if you’re serious about become a consultant, or a better consultant, I’d suggest you spend the cost of a lunch and buy one or both of these books. Read them, follow their advice, and if it doesn’t help you, ask for and receive your money back. It’s guaranteed.


By the way, the person who asked this question didn't say whether s/he wanted to give or receive consulting. I assumed in my answer that they wanted to offer consulting, but the books work well either way—for consultants or those who hire consultants.

Saturday, July 09, 2016

How Can A Developer Earn More Money?

The question on Quora was, "What is the best career advice for a software developer to earn a higher salary?

There were many logical answers, but in my experience the best way to earn a higher salary is to go to work for a badly managed company with lots of legacy code that they can’t get anyone to maintain. 

The managers of such an organization are usually desperate for a way out of the mess they've put themselves in, but being bad managers, the only idea they have about getting out is to buy their way out. They think that if they pay ridiculously high salaries, they can induce some foolish programmers to come and bail them out.

So, if maximum money is your only concern, find a company like this and work there until you can't stand it any longer, then take your money, leave, and find some other badly managed company.

Don't stay too long. The company may go bankrupt and not pay what they owe you. Warning sign: when they tell you your paycheck will be delayed, leave immediately.

If you want to know how to recognize badly managed companies, take a look at my 


Eventually, you may grow tired of this strategy and decide there are more things in life than maximum money. When that time comes, quit and look for a well-managed company, following some of the good advice in the other answers to this question on Quora.

Friday, February 24, 2012

Where Do Bad Managers Come From?


On a recent flight out of Chicago, I found myself seated next to Jack, a IT manager in a medium-sized company. Jack was on his way to interview for the IT manager in a larger corporation. He explained that he had reached the limit of his present job, and his only chance to advance himself was with a company with a larger organization.

"Why don't you stay with your present organisation and move into general management?" I asked.

"That was my goal when I took this job three years ago," Jack said, "but there's not a chance. The president of the company sees me as a technical specialist, lacking skills to become a 'real' executive. So I'm looking for someplace else, where I'll be appreciated."

"But three years isn't a very long time with one company," I said. "Perhaps they don't feel you've had enough time to prove yourself to them."

"I've done a lot for them in three years, but they don't appreciate how much work it takes to manage in the present crisis environment."

"What do you mean?"

Before I could hear his answer, one of the cabin attendants came by to ask for our choices for lunch. She beckoned the other attendant to come over and refresh our drinks. By the time all the fuss was over, we had our lunches, but I had forgotten their was an unanswered question still suspended between us. But Jack hadn't forgotten. He seemed eager to dump his woes on me while I picked at my sirloin tips.

"Technology is changing every month, and I can't find good people. It's impossible to keep a technical staff together long enough to make improvements in present systems, let alone keep up with the new technology. Junior programmers demand inflated salaries, and if they don't get them, they jump ship to some other company that is desperate enough to pay them. And senior programmers ..." He stopped talking and unrolled his cutlery.

"What about senior programmers?" I asked.

"Why talk about it?" Jack said bitterly. "There's no sense even thinking about hiring a senior person, let alone starting to search for one. You give them the moon, and a year later they want the sun. They seem to think they could get rid of us managers and run the place without us."

I could see why Jack was so bitter. In effect, he was being squeezed from both top and bottom. His management did not want to let him advance, and he felt the pressure of his own employees trying to advance up from below. Still, I had a hard time feeling sorry for Jack. I'm always suspicious of managers who speak badly of their employees.

I almost told Jack the Army saying: "There are no bad soldiers, only bad officers." Instead, I dipped the tiny spoon into my dessert custard. I had a feeling Jack wouldn't appreciate Army wisdom.

Of course Jack has problems with employees. But a manager's iob is to deal with such problems, so if Jack complains about bad people, he's telling me he's not doing his job. Jack says his people were leaving for better salaries, but salaries are roughly tenth on the list of reasons technical people switch jobs. The first reason they leave jobs is poor management. Probably the second and third reasons, too.

Jack himself was leaving his job because his own management did not understand him. They would not give him the opportunity he thought he deserved, nor would they guide him to the self-improvement he needed to advance his career.

Jack complained that his bosses never supported his requests for management training, but when I asked him about training his own people, he said: "Why invest in training them? They are going to leave before I get a return on my investment. My staff is turning over at a rate of 25 per cent a year. Technical people have no company loyalty whatsoever."

By changing jobs every three years, Jack himself was "turning over" at a rate of 33 per cent a year. His management, knowing that "technical people have no company loyalty," refused to take Jack's own executive aspirations seriously.

Jack, like so many IT managers, was locked in a "disloyalty cycle." His management did not take him seriously as a person, so he was not loyal to them. Because he was not loyal to them, they refused to take him seriously as a person. In his own career, Jack was modelling the problem he was having with his own staff.

Not every IT manager has Jack's problems. Some have broken the "disloyalty cycle," or stayed out of it in the first place. They are not panicked by the pace of technology, but insist on developing their own employees.

They may hire experienced people, but do not try to "buy" instant expertise. They know that the expertise they buy is more likely to be bought again by someone else. They have excellent technical staffs, with low turnover, but their pay scales are merely competitive, not exceptional.

Their employees tend to be loyal to their companies because they know their managers are also loyal to their companies. One of my clients has a IT manager who budgets a minimum of 20 days per year of training per employee, and woe to one of his managers who fails to reach that minimum for each employee. He does not "waste" this investment because most employees want to stay at a company that actively demonstrates loyalty to them. Sure he has some turnover, but around six per cent, rather than Jack's 25 per cent. Moreover, he tends to turn over the people he would rather lose, rather than the ones he would rather retain.

IT managers like Jack cannot have it both ways. If they want to become "real" executives, they will have to start acting like real executives. That means taking responsibility, rather than blaming their employees. It means developing good people, not trying to pirate them from other companies and then griping about how other companies are pirating from them.

But Jack does not have time to develop his employees. If he does not get promoted in three years, he will not be around to reap the benefits of his investment in them. He will be out looking for a new job that will show him more "loyalty."

"Real" executives take the long view. They are the kind of people who, at age 60, can be found planting trees. IT managers who think that fast moving technology requires short-term quick fixes are stuck in a middle management mentality. They will never become real executives.

Managing Yourself and Others

Saturday, September 17, 2011

Downgraded to Testing

Here's a letter I got from a friend overseas. I've altered any identifying information, for obvious reasons. I'm going to intersperse some comments as if I were conversing with Nicolai face-to-face.

Nicolai's Letter
One thing I still like to know from you about "Perfect Software and Other Illusions About Testing". Are there metrics or measurement criterias with which you can measure the success of Testing in the software development life cycle (SDLC)?

I am in a struggle with my employer to change my position from a system developer (am working for the auto parts industry / manufacturing planning and execution) into a software tester. I made that decision after I recognized that this job much more fits to my personality type than doing the implementation.

Jerry
That recognition is an excellent starting point for solving your problems. Many people don't really know consciously what they really would like to do.

Nicolai

But let me come back to my main concern nowadays. My problem now is that in my country and especially in my company, this issue of Testing is new. My boss's understanding of it is low and hence he wants to reduce my salary around 10%.

Jerry
Sorry, that's not why he wants to reduce your salary. That's his excuse for taking advantage of your wish to change jobs. He simply sees an opportunity to save some money at your expense. Yes, if he understood anything about testing, he should raise your salary by 10%—or more.

Nicolai
That's in contrast with the huge losses we have because of NOT using Testing at all in our processes.

Jerry
Oh, my. Your company is at Level 0 when it comes to Testing. Oblivious! That is definitely not the place to be if you wish to make a career, long or short-term, in Testing.

Nicolai
Anyway I will not stay long there anymore.

Jerry
That's the wisest thing you've said so far.

Nicolai
I will try to setup my own company (industrial import export trading consultancy).

Jerry
That's an ambitious goal, and probably long-term. You cannot afford to stay any longer in this unbelievably bad company with this even more unbelievable manager.

Nicolai
But in the meantime I have to feed my family and I need an advice from how I can measure the success of Testing. Based on such criteria, I can improve my salary negotiation and make Testing much more tangible to everyone even myself. Once I have the criteria or indicators, I can make a some percent part of my salary depending on the success of implementing Testing into the SDLC. I think that is fair enough.

Jerry
Your boss has demonstrated he has no interest in "fair enough." And no interest in your career or your family. Your approach is all wrong. You should first find yourself a job in an organization that already values Testing, at least slightly.

In my experience, an organization like yours is never (at least in your working lifetime) going to value testing enough to value you, or pay you what you're worth to them. Nor will it be a good place to learn the profession. All you will learn is what I'm telling you now: that is, you shouldn't stay in this job a moment longer than you must in order to see that your family is fed. (For example, if your wife works, see if you can simplify your finances so you can live on her income, at least for a short time.)

But, in any case, you should immediately begin searching for a new job, in a much more compatible place. (And do it without letting anybody know. The kind of boss you have will not react well to news that you're seeking a new position. Let him know when you're saying goodbye, when you've already been hired by the new place.

Nicolai
What would be such indicators of a successful integration of Testing into the software development life cycle (SDLC)? I know you use the FFR, but this says something about the quality of the software development team. What would be indicators that say something about the quality of the software test team?

Any hints from you are very welcome.

Jerry
What you need now is one or more ways to put a cost on the software errors that are already reaching your users. (For example, you can use methods described in Quality Software series of eBooks—particularly Volumes 3 and 4: How to Observe Software Systems and Responding to Significant Software Events.)

Use these methods to arrive at average and extreme costs of each software bug that leaves your development group. And a count of how many bugs you ship with how much software. Then you can produce a report that says, "If our Testing is X% efficient at finding bugs, and if our developers are Y% efficient at fixing them before release, then we can expect to save Z-dollars by having a Testing group."

If you really do no Testing now in your SDLC, you can expect Z to be a very large amount. (And if it's not a very large amount, then Testing is really not important there, and you shouldn't be working there.)

Even if you're already in a Testing group, you should make such measurements, so you can get the support you need. And be appreciated.

I hope this helps.

References
Responding to Significant Software Events


How to Observe Software Systems

Thursday, May 05, 2011

Project Mercury

I was one of the workers on Project Mercury. My job was to design and implement the space tracking network, and particularly the multiprogrammed operating system that ran the entire network. Many readers have asked me about Mercury, so here's a little something courtesy of SPACE.com:

See how the first American astronauts flew in space on NASA's Mercury space capsules in this SPACE.com infographic.
Source SPACE.com: All about our solar system, outer space and exploration

Thursday, August 19, 2010

How to get a job or assignment

One of my colleagues recently wrote about her difficulty in landing consulting assignments. She has some great unique models, but, as she says, ...

The Problem

Most large companies (w/ no R-D labs) have the resources to take risks but refuse to.

Small companies have the guts to take the risks, but do not have the resources or the macro set of processes to do it. ...

What do you think?

Some Solution Ideas

It's one of the paradoxes of the consulting business.

Sometimes, the trick is to choose medium-sized companies. :-)

Seriously, people retain your services only when they know you enough to trust you. Consequently, my preferred method has always been to have a stepped-variety of offerings so they can start to know me in safe, tiny steps (books, keynote addresses at conferences, blogs, comments on blogs, ) ...

Then have medium steps (like workshops, tutorials at conferences, ) ...

Then larger steps (consulting visits)

Then really big steps (consulting contracts ).

Then retire rich.

Solution Ideas for Getting Hired on a Job

These days, it's not just consultants who are having a hard time finding the work they want. In the same mail, I got the following email from Liam, a recent PSL grad:

"As you were advising me to start looking for a new job in the Spring of '09 at PSL, you won't be surprised that lost my job at XYZ at the end of last year."

Not surprised, but disappointed. Still, in the long run, these changes usually work out for a much better situation. Losing the job is just confirmation of a lousy situation.

"I am still looking and would welcome any ideas or advice you might have."

The Problem of Getting Hired on a Job

Well, I just finished an email to another grad who's trying to establish his consulting business (which is getting a number of jobs, so there are many similarities). I'll quote what I told him:

Sometimes, the trick is to choose medium-sized companies.

***[Liam: this might apply to job-hunting, too. In any case, whatever you're doing now, change something--bigger, smaller, more or less medium, you know.]

My preferred method, though, has always been to have a stepped-variety of offerings so they can start to know me in

- tiny steps (books, speeches at conferences, blogs, comments on blogs, ) ...

- Then have medium steps (like workshops, tutorials at conferences, ) ...

- Then larger steps (consulting visits)

***[Liam: interview visits, but also visits to help you show off by
doing something for them that's specialty of yours, just a talk, maybe]

- Then really big steps (consulting contracts).

***[Liam: hiring, which is a really big step these days, so perhaps hiring for a trial period, to minimize their risks]

Then retire rich.

Applying My Own Advice

Well, I'm already rich, haven't wanted a "job" for half a century, and have more consulting requests than I can handle. BUT, I'd like to be "hired" more often in my new "career"–writing fiction that entertains while teaching, or teaches while entertaining. I'm trying to apply my own advice to this new situation:

- tiny steps (books, speeches at conferences, blogs, comments on blogs, ) ...

***[Jerry: A book is already "tiny" for your consulting business, but in the book business, that's it! Well, no it isn't, so I'm trying to make samples available (see one example below in the Appendix, my email signature, which is another tiny step) ]

- Then have medium steps (like workshops, tutorials at conferences, ) ...

***[Jerry: I offer workshops and tutorials for writers (writers are a small part of my potential audience, yet can be quite influential). I set up a book table at conferences, where people can actually put their hands on books. I've tried book-signings, but they're pretty painful when nobody shows up. And larger samples.]

- Then larger steps (consulting visits)

***[Jerry: I haven't really figured out how to do this. Well, I've just become a member of Book View Café, a writers' cooperative, where I have serialized one of my books for free, and will blog pretty regularly http://www.bookviewcafe.com]

- Then really big steps (consulting contracts).

***[Jerry: I've had some offers to write books-for-hire, but that's too much like a job. I suppose I'm fantasizing that some huge publisher will see one of my books and offer to make it into the next Harry Potter, but that's just a fantasy. And if they offer me a movie option, I'll turn it down. I used to live near Hollywood, and the smell of it was more than enough for me. (but I do love going to movies, but I saw what they did to the book of a friend of mine--and no thanks. He now wears a t-shirt that says, "Don't judge a book by its movie.")]

Then retire rich.

***[Jerry: You already did that, so take $$$ out of the equation. Write for fun, but get as many readers as you deserve, neither more nor less.]

A Cry for Help

After sending those two replies to my students, I immediately realized I had failed to mention the most important possible solution. (Isn't that what always happens when you hit the SEND button? Maybe I should sell SEND buttons to writers who need inspiration.]

What's that solution idea? Obviously:

- ask your friends for solution ideas.

So, friends, any ideas for my fiction business?

- And, oh, yes, you can ask your friends for jobs/assignments.

So, friends, I wouldn't object if you bought a book or two.

- Motivate them, or why would they want to do it.

Well, I believe my books ought to be self-motivating, but I have to motivate potential readers to actually look at them. So, perhaps because you know my non-fiction, or my teaching, you might be motivated to buy one of my books (either e-book or paperback). And, if you read it, and don't like it, I'll personally refund your money.

But if you do like it, I wouldn't object at all if you told me, and even wrote a review of it for Amazon, Smashwords, Powell's, your blog, or any other place that accepts reviews. If you do, I'll give you the free book of your choice, as a small thank you. Heck, I'll even give you your money back, if that's what you prefer.

And, yes, I really mean it.



Appendix: My Email Signature Inviting Sampling

How to sample my novels (try before you buy):

Suggestion: Go to the CreateSpace website for each of the books below and see a short description of the book.

Or, if you want a sample, click on , then click on a title you're interested in sampling, then "buy" the book and ask to see the sample.

Or, for most of the books (not fully updated yet) you can read smaller samples on my website (below).

http://www.geraldmweinberg.com/Site/eBOOKS.html



Or, if you prefer them as quality paperbacks:
First Stringers: https://www.createspace.com/3463980
Second Stringers: https://www.createspace.com/3464933
The Hands of God: https://www.createspace.com/3466119
Mistress of Molecules: https://www.createspace.com/3390916
Freshman Murders: https://www.createspace.com/3469259
The Aremac Project:
Aremac Power
Earth's Endless Effort