“Man down!”

Last week I wrote about how in many crisis situations you should actually stop and take 5 minutes to assess the situation, take a deep breath, and maybe even make a cup of tea. The point was, in many cases, we’re not talking life or death, and by taking a bit longer to respond we can have a better response.

I pointed out that you don’t always have that luxury. That happened to my mom’s partner within days of me writing last week’s post. While at work at a local supermarket chain, he heard someone shout “Man down”. Next thing he knew, a young man was laying on the floor having seizures. He jumped into action and provided the appropriate, immediate first aid. This included telling someone to call 911. Apparently no one else, including his manager responded at first. But, he had learned how to respond in his basic training in the Army decades ago. That training stuck.

My mom called me to talk about this and wondered why no one else had responded (she knows of my interest in emergency response and the like). I pointed out it’s a variety of factors, but often comes down to people don’t know how to respond, or they’ve assumed someone else has already responded. This discussion prompted a quick Facebook post by me that that I’m expanding upon here.

Let me ask you this, if someone collapsed in front of you at the mall, would you know what to do? What would you do? Would you do it?

The reality is, unfortunately many would not respond. So here’s my advice.

Get some training

You do not need to become an EMT to respond. In fact most training can be done in just a few hours.

Take a First Aid and a CPR course. Make sure the CPR course includes a segment on how to use an AED (Automatic External Defibrillator). I’ve taken several such courses over the years and try to remain certified.

Take a Stop the Bleed class. This is a bit different from your standard First Aid class. I haven’t taken it yet, but plan to when I can find one near me (I may even look into getting one setup when I have a bit more free time).

“911, what’s your emergency?”

Call 911. Anyone can do this. I would recommend even teaching even your young children to do this if they find you or someone else unconscious. Even if they can’t communicate much details, 911 operators are trained to gather what information they can, have ways (usually electronically) of determining the address and dispatching help. (Please note, if your child or someone else calls 911 by accident, please do NOT hang up. Simply let them know it was a mistake. It happens, they understand. But if they aren’t made aware, they WILL dispatch resources).

TELL someone specific to call 911. If you’re about to render aid, do NOT assume someone has already called 911 or will. In a crowd, groupthink happens and everyone starts to freeze and/or assume someone else has it handled. My advice, don’t just say “someone call 911”. Point to a specific person and tell them to call 911. Odds are, they will do it. In many cases in an emergency, folks are simply looking for someone to take charge and to give them direction. Now, someone else may have already called 911, or it may end up being multiple people will be calling 911. THAT IS OK. That’s far better than no one calling if it’s an emergency. In the event of a heart attack minutes count. This means that the sooner 911 is called, the better.


This may sound obvious, but be prepared to act. Again, it’s a common trope that in large crowds, people tend NOT to act, because in part they expect someone else already has it covered. Be that person who does act.

Years ago in the northern Virginia area, I witnessed a car get t-boned on the far side of an intersection from me. There were 3 lanes of traffic in either direction. NO ONE stopped to check on the drivers. I had to wait for the light to change before I could cross the intersection and check on them. Fortunately, the driver of the car I checked on was fine, other than some very minor injuries from their air bag deploying. And by this time, another witness had finally stopped to check on the 2nd car. They too were fine. But several dozen people had witnessed the accident and only the two of us had responded. If they drivers had been seriously injured and no one had responded, things could have been much worse for them.

Carry gloves, maybe more

Carry nitrile gloves with you. Sounds perhaps a bit silly or trite, but they don’t take up room and you can toss them in your backpack, glove compartment (yes, really you can put gloves in there), your purse etc. If you do come across someone who is injured, especially if blood or other bodily fluids are present, don them. I even carry a tiny disposable rebreather mask for CRP in my work backpack. Takes up no room but it’s there if I need it.

When you enter public buildings, look to see if they have a sign about AED availability. Note it and if possible where it is. In addition to telling someone to call 911, be prepared to tell someone “Get the AED, I think there’s on next to the desk in reception.”

Get your employer involved

Get your work to sponsor training. And honestly, while many companies might offer video tutorials with a quick online quiz at the end, I think they’re a bare minimum. I think hands on training is FAR more effective. There’s a number of reasons for this as I understand it, including the fact that you’re often engaging multiple pathways to the brain (tactile as well as visual and auditory) and a certain level of stress can actually improve memorization.

Seeing a video about how to use an AED is very different from holding a training unit in your hands and feeling its weight and hearing it give you instructions directly. Applying a bandage is far more realistic when your mock patient is laying there groaning in pain. Even getting into the action of telling someone “Call 911” is far more impactful when you do it in a hands-on manner and not simply checking a box in an on-line quiz.

Find out what resources are available in the office. Is there a first aid kit? What’s in it? For larger offices, I would argue they should have an AED and perhaps a Stop the Bleed kit. When’s the last time the AED batteries were tested? Who is responsible for that?

This works

In the case of the “man down” that prompted this post, they are reportedly doing fine and suffered no injuries.

I know of a local case, at a school where a student collapsed. A coach and the school nurse responded. And while the nurse especially had more training, what saved the students life was having an AED on site and available. Even if the school nurse or coach had not been there, in theory any bystander could have responded in a similar fashion.

As I said above, you don’t have to be a highly trained EMT or the like to make an impact and save someone from further injury or even save a life. You simply need to have some basic training and be willing to respond.

Take 5 Minutes

This weekend I had the pleasure of moderating Brandon Leach‘s session at Data Saturday Southwest. The topic was “A DBA’s Guide to the Proper Handling of Corruption”. There were some great takeaways and if you get a chance, I recommend you catch it the next time he presents it.

But there was one thing that stood out that he mentioned that I wanted to write about: taking 5 minutes in an emergency. The idea is that sometimes the best thing you can do in an emergency is take 5 minutes. Doing this can save a lot of time and effort down the road.

Now, obviously, there are times when you can’t take 5 minutes. If you’re in an airplane and you lose both engines on takeoff while departing La Guardia, you don’t have 5 minutes. If your office is on fire, I would not suggest taking 5 minutes before deciding to leave the building. But other than the immediate life-threatening emergencies, I’m a huge fan of taking 5 minutes. Or as I’ve put it, “make yourself a cup of tea.” (note I don’t drink tea!) Or have a cookie!

Years ago, when the web was young (and I was younger) I wrote sort of a first-aid quiz web-page. Nothing fancy or formal, just a bunch of questions with hyperlinks to the bottom. It was self-graded. I don’t recall the exact wording of one of the questions but it was something along the lines of “You’re hiking and someone stumbles and breaks their leg, how long should you wait before you run off to get help.” The answer was basically “after you make some tea.”

This came about after hearing a talk from Dr. Frank Hubbell, the founder of SOLO talk about an incident in the White Mountains of New Hampshire where the leader of a Boy Scout troop passed out during breakfast. Immediately two scouts started to run down the trail to get help. While doing so, one slipped and fell off a bridge and broke his leg. Turns out the leader simply had passed out from low blood sugar and once he woke up and had some breakfast was fine. The pour scout with the broken leg though wasn’t quite so fine. If they had waited 5 minutes, the outcome would have been different.

The above is an example of what some call “Go Fever”. Our adrenaline starts pumping and we feel like we have to do something. Sitting still can feel very unnatural. This can happen even when we know rationally it’s NOT an emergency. Years ago during a mock cave rescue training exercise, a student was so pumped up that he started to back up and ran his car into another student’s motorcycle. There was zero reason to rush, and yet he had let go fever hit him.

Taking the extra 5 minutes has a number of benefits. It gives you the opportunity to catch your breath and organize the thoughts in your head. It gives you time to collect more data. It also sometimes gives the situation itself time to resolve.

But, and Brandon touched upon this a bit, and I’ve talked about it in my own talk “Who’s Flying the Plane”, often for this, you need strong support from management. Management obviously wants problems fixed, as quickly as possible. This often means management puts pressure on us IT folks to jump into action. This can lead to bad outcomes. I once had a manager who told my team (without me realizing it at the time) to reboot a SQL Server because it was acting very slowly. This was while I was in the middle of remotely trying to diagnosis it. Not only did this not solve the problem, it made things worse because a rebooting server is exactly 100% not responsive, but even when it comes up, it has to load a lot of pages into cache and will have a slow response after reboot. And in this case, as I was pretty sure would happen, the reboot didn’t solve the problem (we were hitting a flaw in our code that was resulting in huge table scans). While non-fatal, taking an extra 5 minutes would have eliminated that outage and gotten us that much closer to solving the problem.

Brandon also gave a great example of a corrupted index and how easy it can be to solve. If your boss is pressuring you for a solution NOW and you don’t have the opportunity to take those 5 minutes, you might make a poor decision that leads to a larger issue.

My take away for today is three fold:

  1. Be prepared to take 5 minutes in an emergency
  2. Take 5 minutes today, to talk to your manager about taking 5 minutes in an emergency. Let them know NOW that you plan on taking those 5 minutes to calm down, regroup, maybe discuss with others what’s going on and THEN you will respond. This isn’t you being a slacker or ignoring the impact on the business, but you being proactive to ensure you don’t make a hasty decision that has a larger impact. It’s far easier to have this conversation today, than in the middle of a crisis.
  3. If you’re a manager, tell your reports, that you expect them to take 5 minutes in an emergency.

Changing Technologies – T-SQL Tuesday

Select <columns> from Some_Table where Condition=’Some Value’

T-SQL Tuesday Topic

The above statement is pretty much the basis of what started my current career. Of course it actually goes back further than that. I have a Computer Science Degree from RPI. So I’ve done programming, learned hardware and more. I even took an Intro to Databases course while at RPI. I still recall the professor talking about IBM and something called Structured Query Language. The book had a line that went something like “while not the most popular database technology, its use may grow in the future.” Boy did it.

When I first started working with SQL Server, it was 4.21 and for a startup. I had a lot to learn. Back then, a lot was by experience. Sometimes I made mistakes. But I learned.

When I started at that startup, if one could write basic queries and backup and restore a database, one was a half-way decent DBA. Knowing how to tune indices was a definite bonus, as was knowing things like how to set up log-shipping and replication.

Back then, besides experience, I learned new stuff two ways: SQL Server Magazine and the SQL Connections conference. Work paid for both. It was worth it. But honestly, there wasn’t too much to learn. But there also weren’t as nearly as many resources as there were today.

Fast forward 30+ years and here I’ve written a book, worked for several startups, regularly write about databases and database related topics, and often presented at User Groups, SQL Saturdays and at the now defunct PASS Summit. Today as a consultant I regularly touch the SQL Server Query Engine, SSAS, SSRS, SSIS, use PowerShell, write the occasional C# and VB.Net, sometimes do work on a Linux machine or VM and more. A lot has changed.

Obviously the technology has changed. So how have I responded? By doing what I said above. This may sound like a tautology or even circular reasoning but it’s true. When I would go to a SQL Saturday, I’d often attend 3-5 different topics. I’d learn something. But then I started presenting. And that forced me to learn. As much as I may like to think I know about a topic, when I go to present about it, I like to ensure I know even more. This forces me to read white papers, other articles and perhaps attend other sessions.

When I’ve written an article, I’ve often had to do a lot of research for it.

So strangely, I would say a bit part of keeping my skills up to date is not just learning from others, but from teaching. Teaching forces me to keep my skills up.

In summation, I’ve responded by learning from others, but also forcing myself to teach myself before I taught others. It’s a feedback loop. The more technology changes, the more I reach out and learn and the more learn, the more I do outreach.

The impetus for this week’s blog was Andy Leonard’s call for a T-SQL Tuesday topic.


Not sure why it came to mind last night, but I was thinking of the best hire I never made. This expanded into me thinking about folks I have hired over the ages. As a Director of IT and later a VP of IT, I’ve had to make a lot of hires over the years, some better than others. Even when I can’t remember their names (an unfortunate weakness of mine) I can almost always remember their faces and how they worked out. And fortunately, most of them worked out quite well, even the ones who surprisingly might think they didn’t.

Looking back, I would say there was probably only one person I absolutely should not have hired and she was the only person I ended up having to let go because of performance issues. There were a few how were less than stellar, and a few I had to let go because of budget cuts, but even those weren’t necessarily bad hires.

But then there’s the one that “got away” and honestly, when I reflected upon it, I was glad, for both of us. Back in the early days of the first dotcom bubble I was working for a company that was quickly expanding. I can’t recall how many interviews a day I was doing, but it was a lot. We were looking to ramp up quickly and I couldn’t afford to be too picky. That said, some of my best hires came during that period.

In this case she was an ideal candidate, both on resume and in person. She had a great college background, ticked all the checkmarks in terms of classes taken and experience. She did great during the interview, both technically and in terms of how I thought she’d be for the team I was looking to build. In fact, looking back, I think she would have been the first member of said team and as such would have been a good role model for others.

There was only one issue, and we both recognized it in time. We were a startup. We didn’t ask that stereotypical (and I think bad) question of “where do you see yourself in 5 years?” because, heck, we didn’t know where we’d be in 5 years. We didn’t have a clear career path of growth for employees. I mean it was obvious we’d grow and there would be steps up, but there was no clear org chart.

On the other hand, companies like GE, especially back then, had a very clear progression path. If you wanted management, you knew the path to take and it was pretty clear that both parties would work to make it happen.

And, it became apparent, she wanted to know where she would be in 5 years. And there was absolutely nothing wrong with that. We made her the offer, but I half-hoped she’d turn it down and was relieved in some ways that she did. Yes, she would have been a great hire for us. However, honestly, for her own career, it probably would have been a mistake.

But, I have to wonder what things would have been like had she joined the team. She would have been great. She’s the one that got away. And I’m OK with that.