I'm currently working on a small team of six systems engineers, along with a manager and director. We also have a tiny desktop team and a help desk. Since I started almost six years ago, I've recognized that learning automation and scripting would be critical for my career, and I've been able to leverage those skills—I'm the only one who uses PowerShell, while my colleagues seem to favor ClickOps, likely due to our age difference. I sometimes feel like the odd one out for my affinity for terminal work.
In the past two years, our company has focused on improving its processes, and I've been able to shine in that area. I've completed several complex projects, such as redesigning our employee lifecycle process using a Power App with a PowerShell backend, as well as creating C# WPF applications for various departments. I see potential to enhance our operations, but I face a challenge: I'm the sole person with these automation skills on the team. It feels like these abilities are a double-edged sword—while I can propose improvements, I'm also in a position where my uniqueness might not be appreciated.
Currently, I'm secretly working on a project to automate the imaging team's entire workflow, which would significantly alleviate their workload. However, I can't disclose it to my manager until it's complete, fearing it will be dismissed prematurely. I get that there needs to be a balance, but how do you find that in a culture that doesn't support such skills? It's unclear to me how to inspire curiosity about scripting and automation in others, as these types of skills are tough to teach. How do other small organizations encourage this shift?
3 Answers
Your manager might be concerned about what's known as 'the bus factor'—essentially, what happens if you're suddenly unavailable? Make sure to document everything thoroughly. The challenge with documenting your C# app, for instance, is that it goes beyond just writing down the workflows; it’s about making your code understandable and maintainable for others—definitely a tough task, but it’s key to ensuring continuity.
Consider whether it might be time to either find a new company or shift into management. Being the top performer is fulfilling, but it can also hinder your growth if you're surrounded by less ambitious colleagues. In a management role, you have the authority to build a team with the drive to elevate your organization's capabilities—just be prepared for that to take you down a different career path.
It's great to have ambition, but you might want to consider moving to a larger company that values these skills. It sounds like your current team is content with their routine ClickOps, and if everything's functioning without issues, they might see no reason to change. If your projects are too advanced for them to grasp, that could be a major hurdle.
As for bridging that skills gap, it's more about management. If leadership wants to embrace automation, they need to encourage training and adaptation; otherwise, things are likely to stay the same.
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