I love knowing things. It is one of my favorite things. Knowing stuff is totally awesome, especially when people ask questions and you have the answers. Knowing is, as they say, half the battle. The other half is seeking, or curiosity.
Too many people stop after knowing.
A while ago, I spouted this on Facebook and Twitter:
I love telling other people how to do their job. I hate that I have to tell other people how to do their job.
And it is a truth I have long lived with. Because I love knowing things, quite often when I interact with someone on a professional level I know a lot of things about their job, and since I also love sharing my knowledge, when the knowledge I have can fill in a gap or point out a flaw, I feel awesome. I also don’t mind when people point out something I didn’t know or missed, because I know I would have done it to them given the chance.
When I don’t know a thing, I like to learn that thing – assuming there is some advantage to doing so. I mean, I don’t know how to ballet dance, but I’m also not in a hurry to learn to ballet dance as I don’t see an immediate benefit to it. This attitude tends to lead me to acting like a detective. If something is broken, I immediately start trying to devise a way to figure out how it is broken and how I might discover a solution.
When this is my job, when it is an item under my purview, this is what I do. And when I say that I hate that I have to tell other people how to do their job, what I really mean is I hate when I have to do the detective work for an item that isn’t in my purview.
Example. I have a customer. That customer uses my service in conjunction with the service provided by another company. The customer has a problem and it appears that both services are not working. I examine my side and determine that my service is working, and only appears to be failing because the other service is not working as expected. The person working at the other company says their service is working and my service is failing. I give the customer a list of simple tests to perform to illustrate the problem. These tests are not being done on my service but on the other service, and the results illustrate that the other service is broken, returning improper results that is leading to the failure of my service. These tests are very simple, take less than a minute to perform, and prove conclusively where the problem is and even point to the solution. So why didn’t the guy at the other company suggest it?
Because it’s easier to point the finger at someone else than it is to solve the problem.
Meanwhile, now that I’ve caused the problem to be fixed, the customer likes me, doesn’t like them, and is open to listening when I suggest that they should switch to another provider for that other service.
If you don’t take care of your customers, someone else will.