Dear Bob ... Recently I was promoted to VP of Information Systems for a large corporation. My expertise is software development, task lifecycle management, and quality assurance. Although I was not promoted for my knowledge of our network infrastructure, I am now ultimately responsible for ensuring that 'all is well' - when the telephone system goes down, when the email server crashes, intrusion d Dear Bob …Recently I was promoted to VP of Information Systems for a large corporation. My expertise is software development, task lifecycle management, and quality assurance. Although I was not promoted for my knowledge of our network infrastructure, I am now ultimately responsible for ensuring that ‘all is well’ – when the telephone system goes down, when the email server crashes, intrusion detection software, Surf Control, SMS, purchasing all hardware, and even when someone throws the power switch by mistake – I could go on and on.When I accepted this position, I was told ‘we have a Manager for Network services – you don’t need to know anything about it’ – just manage the manager. Ha!! The problem I am now having is even if I ask the Manager (who by the way is bitter about my promotion because he wanted the job) a question about one of the above subjects I have no way of knowing if his response is what I need or want – I NEED HELP. I have a copy of the network diagram which I have studied from top to bottom, but what does all that mean to me – Nothing. I need a crash course in servers, and cables, and switches, and ports…….you get the picture. My direct supervisor is the CFO who is very supportive but he sometimes forgets that I have limited knowledge of our network. I’m either stumbling around for an answer or say something really stupid when the ‘network’ is the subject of our conversation. I don’t want to know it all – just enough to survive. Where do I turn? I don’t want to buy a book – I would rather do something on-line. Any insight will be deeply appreciated. I won’t give up without a fight.– Net yet? Nyet! Dear Net Nyet …I don’t know of any great resources that will teach you what you need to know, and you can Google as well as I can, I imagine.I can tell you where you should be looking for this information, though, and it isn’t on-line. The first place is your bitter manager of network services. Sit him down and explain the facts of life to him – namely, that he either has to become your biggest supporter in the company, starting tomorrow, or he needs to find a different place to pursue a career. I’ve written about this before – failing to establish the right working relationship with a disappointed rival is one of the most common, and pernicious mistakes a new manager can make.If your manager decides to stay, ask for a series of one-hour briefings from him and his staff to get you up to speed on what you need to know about the network. You’ll have to provide some guidance on this – their inclination will be to drown you in the details of router makes and model numbers. Tell them you have three subjects you want covered to start with. The first is network architecture – the fundamental building blocks and technologies, how they’re put together, and the role each plays in connecting the enterprise. The second is network management and administration – the processes and tools everyone uses to make sure things are running as they should be.The third topic is major issues – what keeps them awake at night because things aren’t the way they should be. Most likely, everyone will be suspicious, and try to tell you there are no problems. Don’t buy it. But reassure them: “There are always issues – there have to be, because nobody ever has enough budget to eliminate them all. I need to know because when the time comes to put next year’s budget together, I have to be able to explain why we need to buy things nobody wants to pay for, let alone understand.” If your network manager doesn’t decide to stay (or does, but can’t really make the necessary transition) you still have two sources to go to. The first is to build direct relationships with staff members … which you need to do anyway, to find out if any of them are ready for a promotion to the newly open management role (or soon to be newly open management role); the second is to get them on your side instead of that of the departing/departed manager. One way to do so is to show genuine interest in what they do … which you have, because you need to understand the subject better. Ask them for the same briefings, but at a team meeting, not through the manager.The second source of information at your disposal is the vendors who already supply your network hardware and software. They’d do anything to build a stronger relationship with you. Give them the opportunity. They have lots of great educational material and resources. And beyond that, the kinds of interaction you’ll have will help you figure out which vendors you trust and should consider strategic partners, and which you need to be wary of.And by the way … congratulations on the promotion. – Bob ——– Technology Industry