Tag Archives: leadership

A matter of trust…

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After more years than I care to think about in service, there comes a point when the operational assumption should be that you know more or less what you’re doing. Sure, that’s probably not true for some people, but I’m fairly sure that I’ve earned enough stripes to be at least considered competent in most situations. Sure, I’m not going to be the most dynamic presenter or dazzle them with the brilliance of my PowerPoint slides, but I’ll get the meat of the matter across in a clear and concise way that our glorious leaders should at least find informative and useful.

I’m absolutely not asking for carte blanche to do whatever I feel like doing, but I think a reasonable basis to proceed would be to start with the premise that I know how to build slides using a template, I have a better than average grip on the subject matter, and won’t, as a rule, say things to the most senior of senior leaders that would reflect badly on me, you, or the 4 layers of management between me and the guy at the end of the table. As I’ve said before, my goal is to do whatever is going to cause me the least grief in the long run. I believe strongly in the importance of self preservation. In this case, that would involve making a solid enough presentation that the number of questions at the end will be held to a minimum. I know I’m still pretty new in this office, but at some point you’re going to have to trust that I’m not going to walk in and call the Old Man an asshat and piss my pants.

If nothing else, let us consider that I’m going to be the lowest graded guy in the room by a country mile. The chances of the mighty and powerful jumping up and down on my head for a minor mistake are between slim and none. If the worst happens and I completely lose the bubble, you can always blame it on me as the new guy, so really, no matter how it goes, the bases are all covered.

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.

Lipstick on a pig…

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In the fine tradition of bureaucracies everywhere, I was reminded again this morning how vitally important it is that we say exactly what we mean, especially when using email. I mean we all know how temperamental and difficult to use that can be, right? I’ll be the first to tell you that I’m a simple foot soldier in this corner of this operation, but regardless of whether I title an email “Miami Trip Meeting” or the officially preferred “South Florida Assistance Visit,” everyone in the building knows the big dogs are going to Miami in February while the rest of us freeze our hoohaas off back here at the home office. Hey, it’s ok. We all know that age and seniority bring their privileges. But for God’s sake, when the instructions sent out include not scheduling any meetings before 10:00 or after 2:30, let’s not insult anyone’s intelligence by pretending this is anything other than a good old fashioned boondoggle.

Thanks, and enjoy your South Florida Assistance Visit.

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.

Overkill…

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Everyone likes to feel like they are an important part of what’s going on around them. Even though most people wouldn’t be missed much if they spun off into oblivion, organizations everywhere help mollify their workforce by engaging in the ridiculous pantomime of holding “town hall” meetings where everyone troops into the auditorium and tries not to look too bored as executives click through several dozen slides that someone made for them. Then they open the floor for a handful of delusory questions, give the shiny happy answer, and close the meeting because 99 times out of 100 no one in the room wants to ask what’s really on their mind. Most of us leave with no more information than we had when we showed up, but at least marched an hour or two closer to the end of the day. That’s a mercy at least.

Of course it’s only a small mercy if it’s not a two hour town hall scheduled to start an hour before most of your employees are supposed to be heading home. There’s also a good chance that if it’s the third “mandatory” meeting in the last four weeks to cover the same general set of topics and it’s just being presented by a different talking head, it could be overkill. As good an idea as these meetings were when they were held by our sainted forefathers in New England, they’ve lost a little of their zip. Maybe it’s time to get out the ol’ thinking cap and come up with a better way to engage the people.

Of course if you’re not actually looking for input from anyone, then feel free to disregard this idea in its entirety.

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.

Penny wise…

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I’m usually a fan of doing things online whenever possible. The internet frees us from the bounds of 9-5 and lets people engage when and as their schedule permits. With that said, how you “do” something online needs to be considered before the powers that be decide to make the leap from real world to electrons. It’s been my experience that unless an online class is really very well designed and engaging, it quickly becomes an exercise in clicking the “next” button until the machine rewards you with a certificate of completion. In many things this is good enough in that at least people will know where to go get information even if they don’t know exactly what information they need. That’s well and good most of the time.

When it comes to training the next generation of supervisors, I have a hard time swallowing the idea that a week-long class on the dos and don’ts of labor law, equal employment opportunity, and dealing with unions can be quite so nicely condensed. Training the people who are supposed to enforce the standards by letting them click through a set of slides on their own is a terrible idea. There are enough piss poor supervisors already and we really, really need to get this one right. Expecting the new guy to “learn on the fly” is pretty much your standard recipe for disaster. Look, I know funds are tight, but this is a pay me now or pay me later situation. By doing it right from the beginning, how much cost avoidance will you realize by preventing the inevitable increase in EEO, prohibited personnel practice, and fair labor standards settlements?

Can we please, just this once, look more than 15 feet down the road when deciding how to save budget dollars?

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.

Delicate sensibilities…

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As alleged professionals, we all have basic responsibilities beyond those things described in our job descriptions. If your job description provides a laundry list of explicit tasks, our status as professionals imparts a second list of implied tasks that we need to carry out in order to accomplish our primary role. One of those implied tasks, at least in my mind, is reading and understanding the information put in front of us.

Part of my job, from time to time, is preparing electronic correspondence for senior leaders to inform them about upcoming meetings, key decisions made at high echelons, or to provide general information about the health of their organization. I generally write those messages as if our leaders aren’t mouth-breathing oxygen thieves. According to the self-anointed gatekeeper of such correspondence, my assumption is incorrect.

Apparently, selecting “forward” on the email task bar and referring them to the appropriate section of the message will lead to catastrophic confusion in the executive suite. These are important people and expecting them to use the little track wheel on their Blackberry to scroll down is too presumptuous. I’m told that our leaders can’t be troubled to read more than two or three sentences in an email, so it’s critical that all salient facts be presented in the viewable space when they first open a message. Thanks to my colleague, I now know that our leaders are too busy to read or contemplate any message involving the slightest hint of complexity.

Call me difficult, but when the topic has been perfectly well summarized by someone already, I don’t see any value to taking 30 minutes to reword it based on the argument that the big words might confuse our leaders or that having a message forwarded might offend their delicate sensibilities. Despite my occasional arguments to the contrary, I don’t really think our leaders are that dumb and I certainly don’t think they are that delicate.

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.

Work in progress…

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I mentioned a couple of posts ago that I was working on a real live book. Yes, I’m still working on it. So far I’ve managed to keep in from slipping onto the vast list of projects I’ve started and have every intention of getting back to some day. In case anyone is interested, here are the vital statistics to date: 21 pages (in MS Word format), 82 paragraphs, 11,690 words, and 53,999 non-space characters. Don’t think that’s a lot? Open a blank single spaced Word document and start writing about on any topic on which you consider yourself an authority. Then give me a call when you’ve reached your 21st page of block text… but no cheating. Make sure that’s with standard one inch margins and 12 pitch font. I won’t even make you account for the side notes, comments, or any of the extraneous reference information you end up putting together in the process. After a couple of months living with this work in progress, I’m starting to understand why Hemingway drank.

So far, I’m finding that what works best for me is to just sit down and throw up as many words on the page as possible. Even then, if I can manage a couple of hundred words a day, I’m doing pretty well. I’m trying to write blog posts, comments, and other stuff too, so I’m hoping that it’s more about quality than quantity. If I can keep up this breakneck pace, I should be finished the first rough cut in another 233 days. Sigh. That means editing in the spring and then fine tuning and polishing the final draft in the summer. It all seems perfectly plausible as long as I don’t stop to think about it for too long. Mostly, though, the plan is to just keep writing until I run out of things to say and then decide what needs to come out or what needs beefed up. It’s not elegant, but it’s at least some kind of logic.

I started writing as a catharsis. It was a means of ejecting the poisoned thoughts that I could never openly blog about onto the page and not be particularly worried about how I said it or who I said it about. It’s evolved into a slightly better rounded discussion of my observation of good and bad leadership, the philosophy of management, and the experiences I’ve had with them during a particularly problematic point in my career. Since it’s proven to be largely impossible to untangle the events from the people involved I’ve mostly stopped trying. If it ever sees the light of day, I suppose I’ll just have to accept that some people are going to be pissed off. It doesn’t don’t know if any way to write other than based on my memories of the events as they happened. Lord knows I’ve got a mountain of supporting documentation for most of it… and even what isn’t well documented can be confirmed by eye witness accounts.

The real question, I suppose, is whether I’ll have the guts to actually let anyone see it once it has gotten something in the proximity of finished, which I’m thinking should be some time 60-70,000 words from now. On a personal level, seeing something like this go to print would be a validation of time spent and misspent. If I put on my rational professional hat, well, there’s a difference between burning your bridges and setting fire to the whole damned city. As usual, the parts that will tend to cause trouble are also the most interesting. Maybe I should change the names, call it fiction, and really let the dogs out to run. This is probably one of those times when I should wish I didn’t have a mile-wide malcontent streak.

Message received…

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As much as I try to be a good trooper, there’s just something in my personality that seems to pick up on the snarky, the jaded, and the slightly bitter. What can I say; government service brings out the best in my inner malcontent. That makes it hard not to pick out and focus on the little sound bites that hit your ear on a daily basis. Like first thing this morning, when I heard a snipped of conversation between a vexed young line employee and a not particularly grizzled officer turned civilian. She was asking why things needed to be done a certain way, which based on my understanding of the issue seemed like a perfectly reasonable question. His response, though, was telling: That’s the guidance we got from higher; we don’t ask questions, we just do what it says.

That pretty much tells me what I need to know about how to go along to get along in this little part of Uncle Sam’s extended family.

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.

Old Yellowstain…

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Queeg.pngSomeone asked me not long ago to describe my perception of a certain former boss. The first image that came to mind was Humphrey Bogart in character as Captain Queeg – Whose behavior was at first eccentric, but ultimately proved to be tyrannical, cowardly, and incompetent (thanks for that Wikipedia). He blamed others for mistakes he made, ignored standard procedures when they ran counter to what he wanted to do, and obsessed over minor details while losing sight of the massive storm threatening to swamp his ship. Yeah. That sounds almost exactly like the this particular old boss. The only difference, really, is that in the end Bogart’s Queeg is almost a sympathetic, broken character. I don’t know anyone who would feel that kind of remorse at the undoing of our own personal Old Yellowstain.

Maybe on my way out I’ll gift wrap a pair of ball bearings and see if he gets it.

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date

R-E-S-P-E-C-T

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Yesterday you made a big deal about wanting someone in the room to flip your slides while you gave the new employee briefing. Today you threw that person out of the room once they got their computer set up (I won’t mention that employee then didn’t have a computer to use for, you know, work, for the next 90 minutes). Then you threw out the other “witnesses” in the room who were in a position to argue with what you were about to say to the poor unfortunate new guy.

Is it possible that you were going to weave him a web of lies and that the presence of informed people might undermine that? Are your lies so unbalanced now that you can only tell them behind closed doors? Maybe it’s that you’ve told so many that people are catching on and comparing notes now. Better not to risk having too many people in one place these days. Paranoia is a classy look.

Oh Uberboss, you may have the title, but you’ll never have what you really want. Forget about the respect of your peers. You’d be hard pressed to find someone in this building that even likes you as a human being.

Editorial Note: This part of a continuing series of posts previously available on a now defunct website. They are appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.

Telework…

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Not long ago We received the following message from our Operations office: The facility will remain closed today. By direction of the Uberboss, no one will report to work. Personnel can work from home. Please check Facebook in the morning to find out if we will be open tomorrow.

This is fine, except for two issues. The first and easiest to address is that I’m pretty sure 60% of the people in this office don’t know Facebook from Foosball. It works fine for those of us who aren’t horrified by the very thought of the internet, but for the rest, well, I guess they’ll figure it out when they show up and the lights are off.

The second issue is more telling. Feeling cheeky (imagine that), I asked simply, if “personnel can work from home” means we are authorized to telework. No, came the response from the Uberboss, it means you’re authorized to work from “an alternate workplace. We don’t telework. I don’t believe in telework.” So, yeah, we’re authorized to work from home – as long as we don’t call it telework, apparently. This would be more reassuring if it wasn’t coming from the guy who thinks you need to have paper on your desk to actually qualify as doing work.

Why on earth someone would think that an information age employee needs to be physically located in an office during pre-determined hours is simply beyond me. We don’t create physical products. Our office isn’t open to customers – We’re behind a locked door, behind a security guard, behind a fence toped with razor wire for God’s sake. It’s not like a customer is going to accidentally wander in and discover that none of the project managers were actually there. The fact is we don’t telework because then the Uberboss can’t see us and would actually have to rely on managerial skill to make sure projects were being finished well and on time. Easier to just wander by, ask why there isn’t paperwork on your desk, tell you do do something random and unrelated to your primary function, and wander off to annoy the next employee.

At least I’ll never have to wonder what it’s like living in the 19th century. From where I’m sitting it seems to be filled with a whole bunch of stupid.

Editorial Note: This part of a continuing series of previously de-published blogs appearing on http://www.jeffreytharp.com for the first time. This post has been time stamped to correspond to its original publication date.