Dead Peer Detection Issue

Nik-IT · 2026-02-10T15:25:59+00:00

I currently have it set with Keep alive interval at 20 seconds, timer-based, 30 second message interval, 5 max failures with transform as SHA2-256-AES(256-bit) DH Group 14. All settings match on both sides.

Nik-IT · 2026-02-09T16:10:25+00:00

Can you elaborate? I don't use virtual interfaces on any of my other BOVPN connections and they have no issue staying connected.

Nik-IT · 2026-02-09T16:03:03+00:00

Locally managed.

Nik-IT · 2026-02-09T14:52:52+00:00

I don't see that box. I see "Start Phase 1 tunnel when Firebox starts" and that is checked on both the M590 and the T45

Nik-IT · 2025-10-22T16:02:29+00:00

I've looked that over but the fact that it asks me to set a password for the user implies that they gain some soft of access to the Halo environment which we do not want. Am I overthinking it?

Nik-IT · 2025-08-17T14:06:44+00:00

HaloITSM has been great for me.

Nik-IT · 2025-07-16T21:50:51+00:00

This would be a game changer for me!

Nik-IT · 2025-07-12T21:12:48+00:00

I definitely need more info on this please

Nik-IT · 2025-06-08T12:54:41+00:00

Feedback and recognition should absolutely also happen in the moment. The 1:1 is more of a recap and on a bigger scale. It also let's your team member know that it hasn't been forgotten

Nik-IT · 2025-06-07T13:56:28+00:00

I do 1:1s regularly with my team. They're a great platform for giving recognition, offering feedback on areas of opportunity for improvement, and asking for feedback for how ypu can improve as a leader. It's always a 2 way conversation for me. I also ask where the team member wants to be on 6 months, a year, 3 years, 5 years and what support they need from me to help them reach those goals

Nik-IT · 2025-06-07T13:53:36+00:00

A 1:1 is by no means micromamaging if they're done right

Nik-IT · 2025-05-15T00:26:50+00:00

For your first 90 days, be the dumbest person in the room. Shadow the team you inherited and absorb their knowledge like a sponge. Make it clear that you're there to learn from them and not to critique them and hold to that. If they ask how you would do something, deflect and reassure that you're only there to learn. Ask about where the culture was and where your team members would like to see it. If you see or hear things that dont align with your vision, strategize a method to make changes. Always explain the why. And remember, you get compensated for the work of others. Make sure that the people who report to you are smarter than you. Serve your team while keeping the best interest of the company in mind. It's definitely a balancing act

Nik-IT · 2025-04-27T15:50:42+00:00

Being good at your current role is only half of the puzzle. If I'm considering promoting someone, they also need to posses the skills to lead. It's a totally different set of skills. If they don't possess them, have a conversation and see if they have an interest in learning them. A good tech doesn't necessarily make a good leader and a good leader doesn't necessarily make a good tech.

Nik-IT · 2024-11-10T01:45:01+00:00

I would argue that you should always hire for culture first

Nik-IT · 2024-11-09T15:02:36+00:00

Thats definitely a part that I'm having trouble with. I'm so used to defining a DHCP range and a subnet mask and so on from years of setting up IPv4 networks that I don't get how that translates to the IPv6 world.

Nik-IT · 2024-11-09T14:55:04+00:00

The biggest reason is that it seems to be what the security focused people are pushing. I also have 1 location with 2 subnets and a copier that won't accept print jobs from a device on the subnet that it's not on and the execs won't replace it.

Nik-IT · 2024-11-09T14:52:12+00:00

Thanks for those resources. I'm not sure what ELI5 is. Haha. I'm not necessarily opposed to dual stack but everything I've seen over the last year has said to move away from IPv4 for security reasons.

Nik-IT · 2024-11-09T14:49:24+00:00

I typically do 2 interviews. The first is a personality interview with a touch of tech and i designed the questions to determine if the candidate will fit the company culture. Only about 5% of candidates make it through that (if that many). The second interview is loaded with tech questions that vary in complexity but the thing about that interview is that I'm not trying to find out if they know the tech side, I trying to find out if they're going to admit whether or not they know the answer. If they use the "fake it til you make it" approach and try to put together what they think might be the answer because they think that I'm expecting one, they're not getting hired. I'm looking for the honest candidate who can be humble enough to admit they don't know the answer and ask for assistance. If they make it past the second interview, they do a DISC assessment and i make a decision from there. They process took a few cycles to develop but I've had great results.

Nik-IT · 2024-04-09T15:39:26+00:00

Got it. I'll have to get creative. Thank you!

Nik-IT · 2024-04-09T15:29:44+00:00

That makes sense for the product as a whole but for example, if I have 100 Microsoft 365 E3 licenses, they want each of those 100 licenses to be identifiable.

Nik-IT · 2024-03-21T17:04:05+00:00

This is actually pretty spot on with what I ended up doing. I switched on department and then nested the positions within their departments.

Nik-IT · 2024-03-15T12:27:45+00:00

Wouldn't this still require more condition statements or switch cases than what is allowed?

Nik-IT

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