In a time when certification boot camps promise fast-track access to IT leadership roles, I think it’s worth asking: what kind of experience really prepares someone to lead an IT or Information Security department?
For me, it started at the help desk—replacing hardware, untangling cables, solving user problems face-to-face. Building skills to really listen for what's important. From there, I moved into systems engineering and administration, designed domain architecture, responded to major security incidents, and led red/blue team engagements. I’ve been elbows-deep in the muck err I meant networking, infrastructure security planning, penetration testing—you name it.
Now, I’m managing both the IT and IS departments as a senior leader. And I truly believe it’s the breadth of that journey—not just the titles—that makes me an effective leader.
Too often, I see leadership roles filled by those who’ve sprinted through boot camps or picked up a string of certifications without ever facing the fire of real-world crises or long-term infrastructure strategy. Certifications are valuable—I’ve earned several myself—but they’re no substitute for battle-tested decision-making under pressure. Especially under pressure when "eyes" are on you.
True leadership in tech requires context:
- The context of having been the one on call at 12:30 or 3:30am
- Of knowing why certain systems fail (and what happens when they do).
- Of understanding how every technical decision ripples across departments, budgets, and user experiences.
That kind of knowledge isn’t downloaded. It’s lived. It isn't pretty or glamorous but nothing worthwhile is.
If you're a hiring manager, CIO, or rising technologist, I encourage you to look beyond the cert list. Ask the hard questions. Look for the scars, the stories, and the systems that didn’t just launch—but lasted.
Let’s keep pushing for leadership that’s earned, not rushed.
--John
#InformationTechnology #Management #ITManagement #infosec #cyber #business #hardknocks
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