One of the best parts of having been around for a while is that “my lane,” those areas of the workflow for which I exert some measure of control or influence, are reasonably well defined. Put another way, I know my boundaries within the organization or of the specific projects I’m assigned. I know what I can and can’t do – or rather what I’m supposed to do and those areas on which I am not supposed to tread. It helps me not dive into the deep end and fire off my opinion without first having that opinion grounded in fact.
It’s important to remember that your lane can change over time. It can narrow or grow wider based on the needs of the organization you serve or on the whims of those who lead it. Because of this, remembering who is empowered to change the size of your lane, also helps you avoid careening through the guardrail and finding yourself upside down in a ditch.
It’s critical to remember this when someone who isn’t in legitimate position to shift the width of your lane tries to give you a nudge. The fact is, I don’t care if you are a butcher, baker, candlestick maker, doctor, lawyer, or indian chief, if you’re not one of the handful of people who are authorized to change the width of my lane. Despite all their efforts to the contrary, I’ll smile politely, give them and understanding look, and then carry on as if we’ve never had a conversation.
I am an American bureaucrat. I have honed my craft over years. Who’d have thought that innate intransigence and a prickly sense of how things ought to be done would ever serve me so well.
The language of bureaucracy is full of many ways to admit that you have no idea what’s going on in interesting and completely non-committal ways. This afternoon I was in a meeting where I’m pretty sure I used all of them. It’s an awkward feeling, though not in any way surprising or unusual.
You see, I find myself in the not unfamiliar position of being told that I’m “in charge” of something without being given the corresponding authority to make any actual decisions. This means I’ll spend more time running back to higher echelons and asking “mother may I” and waiting for mother’s response than I will doing anything that might accidentally resemble planning.
Sure, I’ll perch out on a limb from time to time and make a decision that’s time sensitive. There’s a cost associated with doing that – a limited pool of good will that occasionally lets you execute an end run around the powers that be. It usually ends up with either being required to beg forgiveness or listening to one of the Olympians opine on how it had been their idea all along.
Mercifully the last thing on earth I want is credit. All I really want is to do a job quietly, professionally, and then head myself towards the barn at the first available opportunity. Frankly I’d prefer than my name stay out of the record as much as possible – because public recognition has a funny way of only serving to attracting more work and I’m not looking to expand into new markets here.
Today was the first of many meetings where most of my responses will inevitably be some variation of “I don’t know.” This is the time of year when I approach peak bureaucrat-ing. It’s a close run contest to decide whether I’ll respond “don’t know” or “that depends” more often over the the next few months.
1. Shipping. If you’re selling a book as a “rare first edition” in “like new” shape, don’t be surprised if I call raising three kinds of hell when it arrives at my house with a shredded dust jacket and mangled pages. especially when the only shipping method you offer is “dumped in an unpadded plastic envelope, slap a shipping label on it, and hope for the best.” There are entirely too many options available to justify dealing with a company that clearly has no regard for their own product. 0/10. Would not recommend.
2. Disagreement. There’s a trend that has always been built into the internet – stretching back into the dim mists of newgroups and chat rooms – that is constructed around the idea that if you don’t agree with every single point of my 12-point statement, you are a communist Nazi heathen enemy of humanity whose father smelt of elderberries and we can’t be friends. I suppose it’s fine if you feel that way, but I generally like my discussion and opinion to have a bit more nuance that’s more fitting in a world where virtually nothing is ever 100% one way or the other. Whether you agree with me or not, I’ll continue to state my opinions in what I hope are reasonable and constructive (and often sarcastic) ways. What I won’t do is feel any compulsion to defend my opinion from someone having a “come at me bro” moment. If I do engage in that discussion, I promise, it’s purely because of the entertainment value I’ll find in it.
3. The rules. In this place there are many rules. I did not write them. I am not making them up on the spot. The rules were here before I arrived and will be here long after I am gone. The fact that there is a rule (or rules) preventing you from doing that which you want to do is one of those facts that is interesting, but not particularly relevant. While I may share in your frustration, you’re really going to need to find someone with the authority to change the offending policy, regulation, or law before there’s a damned thing I can do about it.
We’ve reached the fun part of the “planning” process that I fondly like to think of as the day I stop doing any critical analysis of requirements and just start reacting to inputs based on a vast reserve of institutional knowledge, gut feelings, and guesswork. It means being a decision maker when you have no formal authority but a metric shit ton of implied responsibility. It means hanging your ass way out in the wind in hopes that someone from echelons higher than reality doesn’t notice what you’re up to and ends up chewing it off.
It’s a state of affairs that I can only assure them that I don’t like any better than they do… but one that is absolutely necessary in a universe where getting an official decision could take a week when you need it made in minutes.
In the absence of permission, I’ll just be over here mentally preparing myself to beg forgiveness. I’ve reached, it seems, the point where I literally can’t even.
Of the two interviews I went on in the last month, I’ve received one “we regret to inform you letter,” and one call back for another meeting. Based on my experiences with Uncle’s hiring process, that’s actually a decent result. The call back means I most likely was at the top of the list after the interview process and stood a 30 minute sit down away from getting an offer. Normally I’d feel good about that… though of course you and I know I always prefer to do things that hard way.
The first email out of my box this morning was a quick “thank you for the opportunity to interview, but I no longer wish to be considered for this position.” I was more flowery and diplomatic than that, but the end result was the same – I put a knife in what was just about a guaranteed path out. It’s an uneasy feeling, especially knowing that it may very well poison that well for a long time going forward.
Still, I know taking myself out of contention was the right decision. During the interview, the panel chair mentioned a two word phrase that filled me with an unholy dread – noting in his introduction that the position for which I was interviewing was designated as a “team lead.” Now I can tell you right from the jump that ol’ Jeff doesn’t like the sound of that one little bit. I’ve done my stint as an honest to God supervisor and the very last thing I wan to do is step foot back on that slippery slope. It’s doubly true when that lowest rung on the management ladder comes with all sorts of responsibility but none of the actual authority. Worse, it comes without even more than a nominal bump in salary.
More headache for the same money is bad math no matter what way you look at it. That’s what really drove me to put an end to it. It doesn’t put me in an better a position than I was in a month ago… but it also doesn’t make things even worse so we’ll just call it a draw.
Letting decisions fester until the last possible moment is rarely a recipe for arriving at a well-considered answer. That may seem somewhat counterintuitive, because having more time to decide should allow someone to make the decision based on more perfect information. In my experience, that’s almost never actually the case. What really happens is that the decision is just put off and no actual thought is put into it until it’s the flaming bag of dog shit blistering the paint on your front porch. Put another way, the default setting is procrastination.
The real problem with waiting isn’t just that you leave a bunch of people sitting around with their thumbs up their asses while the pondering drags on for days or weeks. The problem is that in most cases decisions get delayed until it’s too late to apply any academic rigor and you just end up going off half-informed in whatever direction seems best at the time. Shooting from the hip with a scattergun is probably a fine strategy for defending your home from hopped up delinquents, but it rarely passes muster for decisions that require a little more fineness.
It’s not how I’d do things. In fact it’s precisely the opposite of how I run the 128 hours of my week for which I am the designated decision-maker. For the 40-hours a week wherein I have no decision-making authority whatsoever, though, that’s its own can of worms. The very best I can do is appraise those who do decide on the potential bad things that will result from waiting. After that all that’s left is a shrug and a muffled “told you so.”
Despite having no actual personal interest in event planning, I have a skill for it. I’ve largely learned to accept that fate for the time being. The thing about being a party planner is that it relies entirely on convincing people to go along with whatever wild ass scheme you come up with for them since you have no actual statutory authority to direct anyone to do anything.
The largest portion of my job that isn’t slamming together PowerPoint slides is taken up by “facilitating.” Since I’m not a subject matter expert in nearly anything these days, I specialize in putting the right people in a room and trying to help them come up with a plan. Sometimes people don’t want to play along. That sucks, but beyond flooding their inbox with meeting invitations and leaving the occasional well-worded voice message, I don’t have any actual power to force anyone to show up.
There are those at echelons higher than reality, however, that do have the power to force people to show up at specific times and places where they would rather not be. When those people turn to you and demand to know why someone isn’t in the room, well, the best I can do is shrug and remind them that I sent the invitation, I followed up with multiple calls, I sent a second invitation… and that at the end of the day, I’m not the one with the authority to make anyone do shit.
If those with legitimate controlling authority choose not to exercise it in favor of having we mere mortals ask nicely, I have no idea why they’d expect the results to be anything other than what they are.