Not Even Not Zen 437: Biomythography - Note 145, Getting the Job, Pt. 2

Getting the Job, Pt. II

My wife had needed a lot of support from me as she started her career. It took me four years of paying for her school, our house, and her hiring process for her to qualify for a full time gig. But after the big push, she had returned a lot of support for my job progress, too. It was how we lived - it's how a lot of families live. 

As soon as I started at the NIH, I was forced to accept a long commute. Ninety minutes, less or more depending on the weather, sitting in traffic developing middle-aged back pain. We got no paid lunch, so I spent twelve hours away each day including the car trips. Sometimes I spent more time from home when I stopped by the gym on my return. My wife supported my exercise - within the limits imposed on us by being two adults who needed to drive their children to events in the evenings.

Diane even encouraged me to try mock interviews as I applied for the new CIO job. She accompanied me when I made my appointments in the Hood College Career Center.

I'd worked at Hood College for six years. I had started, in fact, as the only computer programmer in the Career Center, one of four programmers on campus. It had been more than a decade since Hood but there was no doubt about the strength of the relationship. Even though most of my old friends there had moved on, the staff understood me as a former employee. They had heard about me working with their office to create their first two Internet sites. Now they were happy to help.

"How old are you?" said my mock interviewer, a woman who seemed unreasonably young. She dressed smartly in a gold-and-silver pantsuit. But when I was a graduate student, the staff had been older than me.

"Forty-five," I said.

"Perfect." She rapped her note cards against the table top. The cards were how she had been reminding herself of the interview questions. "That's the perfect age to move into leadership."

The concept escaped me but, when I met with Diane after the mock interviews, my wife heard the same statement. She turned to me and said, "Of course."

It was all part of her teamwork. On the way home, we talked about the concept of a promotion 'for the family.' We discussed it with the kids over dinner, even though they had no idea what was going on. We wanted them to understand the expensive suits. And the stakes. I practiced my interviewing in front of the kids in the hope they would learn something about the process.

Finally, the second interview rolled around. I drove down to the main NIH campus in Bethesda. On a large campus, it's easy to underestimate the time spent in marching from place to place. It's easy to get hot when hiking in a suit, too. After a mile or so, I wandered the halls of Building 31, lost, but cooling down, physically and mentally. I had plenty of time. When I arrived at the NCCAM offices, glass-walled and beautiful for a federal administrative space, the suite reminded me of the glass-walled meeting room where I'd had my first interview for this job

For half a minute, I talked with the receptionist. She directed me to the meeting room, where a woman in a suit stood facing the glass walls, studying the table. Even from behind her, I recognized she was my prospective boss. I had finally figured out which one she was. As I approached, she turned toward me. She did a double-take when she recognized me. She paused for a moment, stunned, and then beamed.

"You cleaned up well!" she exclaimed.

"Thanks." I put out a hand to meet hers as she reached to shake. "Sorry I was so tired last time. I had just finished a three day sprint of fixing a firewall. And I had to come right to the interview."

"Tell me about that." She glanced me up and down as if to make sure I'd dressed as well as it first appeared. "You were the Acting Deputy CIO?"

"Oh, yeah." I nodded. That had been an unofficial title but the work had been very real. I had done the job. there was no point in being modest about it now. I had accomplished projects at the NIH leadership level. In fact, I was known for it among the IT staff. My boss was not really in the computer business, though, so I needed to impress her with what I’d done.


We spoke for a few minutes. Then her deputy came to meet us. To both of them, but especially to my new boss, I tried to point out my advantages. In my roles at other institutes, I had learned how to do the CIO job in all respects except budget. I could launch into my work and produce visible progress from the first day. 

“What experience do you have with data calls?”

“Lots.” That was an easy question. Federal data calls got passed down to me a half-dozen times a year. 

Such higher-level requests hadn't existed when I started at the NIH - or at least they hadn't made it to the labs. One year, the HHS asked for a few spreadsheets. Next, the NIH got the idea to ask. Now everyone in IT around the clinic and labs spent a lot of time reporting upstream. 

I automated my reports when I could. Mostly, federal data calls involved spending, just stacks of columns without context, basically unusable for making decisions. However, lately you had to know the reasons for the spending, too, and write about them. Even some computer technicians didn't understand the difference between a 4-port firewall meant to protect a medical instrument and a 256-port firewall-switch meant to protect a block of labs. So the number of people who could report competently on everything was small. 

"The data calls have been taking up almost two full time people from my staff each year," she said. "I mean, it's a team of five, really, but it takes a lot of their time and they sure are complaining."

"That could be ..." I hesitated as I thought and as I wondered how my idea would be received, "because they don't have the right background."

"Yes!" Her voice rose with emphasis. "Exactly."

The discussion proceeded naturally (and energetically) from there. In my last few positions, I had been a member of IT teams with enough staff to share the workload of the data calls. Here, that wouldn't be the case. I was sure I could handle them on my own, though. My main worry was going up against the Deputy CIO (not an Acting title, I noticed) of Fannie Mae. Maybe that person didn't have any NIH experience and couldn't leap into action but I had no control over their prestige or the strengths they might bring to the job. All I knew, in the end, was I'd done well. 

Finally, a week later, I got called in for a follow-up. I wore the second suit. (It was being useful already!) This time, the Executive Officer introduced me to the Director of the Center. The Director had a fair bit to say. She and the EO interviewed me a little more but mostly the Director told me about the direction she was taking and how IT needed to fit into her plans. 

Afterwards, my boss took me outside to tell me that, as I suspected, I'd gotten the job. 

On my drive out of the NIH campus, I stopped at a light and thought about how this had become a family victory. I fumbled with my Blackberry. Diane deserved to know. She would want to hear right away. As I sat at the light, I dialed. My wife picked up after one ring.

"We made it," I said. "I got the job."

"Go team!" Diane shouted.

"Yeah!" Go team, I told myself. Well done, team. I took a deep breath and felt myself relax. Somehow this confirmed not being so taken for granted. I felt more supported as part of our team than ever before.