Business savvy: 8 non-tech skills sysadmins need to know

When I became a sysadmin, I remember being surprised by the number of non-technical skills I was responsible for or how having these skills would have made my life easier. My technical abilities were strong, but there were plenty of ways I could have done my job more effectively if I'd had these additional skills.

1. Understand finances

I was entirely unprepared for managing an IT budget or handling the kinds of finance-oriented questions I had to address. At one point, our CFO took pity on me and sat me down for a two-hour summary of how business finances work.

Specifics to know:

• Understand budgeting.
• Understand how depreciation impacts purchase choices.
• Evaluate the hardware lifecycle from a finance perspective.
• Differentiate capital and operational expenses.

Today's opportunities for learning online are vast. Consider local or online college courses, vendors that specialize in accounting training, or even some basic business books. Perhaps talk to IT leaders about how they learned more about the relationship between IT and finance.

2. Project management

I wasn't aware how many IT objectives were actually projects. The term project typically means a temporary effort with a specific beginning and end. While tasks like standing up a new web server using Ansible or deploying key-based authentication for SSH meet those criteria, I quickly discovered that some endeavors are far more complex and require resources (people, time, and money) from several different departments.

Specifics to know:

• Recognize scope creep.
• Provide defined goals with boundaries.
• Work with limited access to resources.
• Utilize resources outside your control.

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3. Service management

If I had had a better business sense, I could have aligned IT initiatives with business strategy more effectively. My technical background provided no real training or preparation for the why of doing things, just the how. It wasn't until after I left the sysadmin role that I discovered that IT service frameworks exist for aligning business and IT. If I'd been more knowledgeable about service management, perhaps the next concern would have been easier.

Specifics to know:

• Understand how a service benefits the organization.
• Do not deploy services that don't move the organization closer to its strategic goals.
• Regularly evaluate whether existing services truly serve the organization.
• Recognize that IT training and certification rarely address how services or features benefit an organization (if they do at all).

I suggest investigating IT-specific frameworks centered on service management and ensuring that IT initiatives fit under the company's larger strategic umbrella.

4. Evaluate the company culture

It's essential to understand how the organization perceives the role of IT. For some businesses, IT is a money pit. For others, it is a critical player in the organization's strategic initiatives. I had difficulty working in an environment where IT was considered a necessary evil. IT needs to show effectiveness within the organization. Before accepting the role, ask yourself (and the company) how IT fits into the bigger picture.

Specifics to ask:

• Is IT integral to all parts of the organization?
• Where does IT reside in the organization's larger security vision?
• Is there an appropriate amount of staffing in IT?

5. Take the day off

I was the sole administrator and computer tech in the organization. Like many similar IT departments, this one was understaffed. I didn't manage my work-life balance well during this time, and it did me no favors at work or home. Also, take advantage of training and other out-of-the-office opportunities.

Specifics to do:

• Take a day off when you've earned it (or the opportunity arises).
• Don't work extra Saturdays.
• Attend training when it is available.

I'm not advocating laziness; I'm advocating mental health.

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6. Negotiate the dress code

One day, everyone in the organization received an email defining a new dress code. In it, men were supposed to wear slacks or dress pants. I discussed this with management, pointing out the amount of time I spent moving equipment, crawling under desks, running cable, and so forth, and was able to negotiate an exception.

Specifics to know:

• IT staff doesn't always require the same dress code as others.
• Buy jeans or durable pants.
• Wear a multitool on your belt.

7. Effective email communication

I've always been a prolific writer, and unfortunately for the recipients of my emails, this isn't a trait I've learned to curb. I try to cover every eventuality and provide plenty of context to each message. This communication style does not necessarily result in effective messaging.

Specifics to know:

• Read about effective email communication.
• Use the appropriate communication tool (email, text, or phone).
• Brevity is the soul of wit.

8. Understand compensation

Negotiating salary, raises, benefits, and other compensation can be a tricky business, and most of us are reluctant to do it. As a sysadmin, I usually stretched myself trying to do everything. Sometimes a raise is not enough or does not address the real concern. For me, work consumed me and my time, and the fact that the pay was pretty good didn't make up for the lost family time or my sanity.

Specifics:

• Understand what you need to be successful.
• Understand how to ask for what you need effectively.
• Understand what motivates the organization to provide compensation.
• Be creative with the kinds of compensation you request.

Make a plan to gain the skills you need

Deploy a company-wide VPN solution? Sure, no problem. Migrate web services to a new platform and new hardware? Child's play. Plan next year's IT budget? No chance. Serve as a project manager for a rollout involving multiple departments, limited resources, and a tight schedule? Not me.

My time as a sysadmin would have been more pleasant and successful if I possessed such skills. I challenge you to use this list to identify any weaknesses and develop a plan to address them.