Layers…

When all other practical solutions fail our response is to launch a reorganization and add an extra layer or two of management. Actually, we don’t even wait for other solutions to present themselves. Reorg-and-add is the default solution to most every situation. It’s become as regular an expected as the tides at this point.

I’ve been with my present organization a little over six years now. In that time I’ve had seven different first line supervisors, sat in five different cubes, and have had at least three wholesale changes in what my job is actually supposed to entail. It’s all the kind of churn you learn to live with as part of the big, faceless bureaucracy. The cogs in the machine aren’t precisely interchangeable, but that never stops someone who’s been visited by the Good Idea Fairy from trying to cram the pieces in anyway.

I met my newest boss briefly today. He mostly said hello in passing and didn’t stop to chat. I like that in a boss. The only question, really, is will he stick around long enough for it to matter whether he’s one of the good ones or one of the bad ones. Most come and go with such regularity that the difference between good and bad is negligible. Old boss, new boss, it doesn’t much matter anyway; just tell me what you want and I’ll get it done.

I’m already hearing the rumors that in a few weeks, or maybe a couple of months, we’ll be on the move again. If the rumor mill can be believed, the next move is back to the set of cubes I first occupied way back in summer 2011. If you’ve got just the right amount of cynicism in your system, there’s something poetic about riding through six years of churn and turbulence and finding yourself right back in the same place that you started.

I’m debating on whether or not it’s even worth unpacking my office boxes this time, because surely in six months the Good Idea Fairy will make a return appearance and we’ll be adding another layer and shuffling about again. Past performance is no guarantee of future behavior, but experience tells me it’s an awfully strong indicator of what to expect.​

Call it a draw…

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.

Another post in which timely decision-making is discussed…

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.”

Justified…

You’ve literally had weeks to get your shit in order. There have been countless meetings in which all the materials have been changed, changed back, and then altered a dozen more times. But for some reason here we sit at 4:45PM the day before the goddamned meeting starts waiting on “final final” changes so we can go forth and kill a few dozen trees in this mad quest to build the Briefing that Saved the World.

Here’s the secret I’ve learned after sitting through, easily, hundreds of very similar gatherings of the great and the good: What you have written on the slides generally doesn’t matter all that much. Conveying information isn’t about the damned slides. It’s about what you say, how you say it, your body language, and the connection you can forge with the person you’re trying to communicate with in the few minutes you’re in front of them. By contrast, 75% of the handouts you’ve slaved over are going to end up in the trash can. If your audience is polite they’ll at least wait until they’ve left the room to throw them away.

I’ve often theorized that if people knew how much time (and salary dollars) were wasted in the endless transition of “happy” to “glad” or trying to pick out just the perfect shade of blue, they’d rise up in bloody revolt. They’d be well justified.

The Land of Tomorrow…

So Wednesday has now come and mostly gone. I could say that something significant happened – that there was some high or low point that distinguished the day. I could say that, but I won’t. That’s mostly because when you stack today up against every other it was probably within spitting distance of perfectly average.

I should probably be celebrating that it wasn’t a crisis every 37 minutes, but the best I can manage is a solid “meh.” Believe me when I tell you that there is no one happier that the wheels didn’t happen to come flying off today than I am. I’m also realist enough to know that just because today was perfectly average and my lunch was not eaten by some unplanned and intensely problematical event, there’s no reason to believe that tomorrow will be more of the same.

Living day to day in a place that manages by whatever happens to be the crisis of the hour, seems to breed a cynicism that’s deep and probably fundamentally unhealthy. It leads the average days to feel like bad ones and the good ones – those days when you walk away feeling like you’ve accomplished something in spite of the system become almost mystically non-existent. They’re spread so far apart that they couldn’t possibly be real, but rather just a figment of our collective imagination.

It was a perfectly average day and should probably be glad of that… but in the back of my mind I’m stuck wondering what fresh hell is gaining strength unseen somewhere in the Land of Tomorrow.

Getting blamed, or Email isn’t communication…

If you stick around any place long enough you’ll find that you’re often able to predict trouble spots in most of your standard and repetitive procedures. The place where I didn’t expect it to show up this week was in finding myself personally responsible for one of the 60 people who just didn’t bother to show up as scheduled.

It turns out that even though 59 other people received the voluminous email messages addressed to “Dear Random Major Event Attendees”, and showed up as directed, email is “not a sufficient way to communicate.” The other, simpler, possibility is that someone just didn’t bother to read and follow the directions that got, literally, every other person on the list to the right place at the right time.

Look, I don’t mind taking my lumps when I well and truly fuck something up. By all means, lay it on. However, when the fault lies plainly on the 1 in 60 that failed to comply, well, I don’t know what to tell you… Maybe plus up the budget a bit so we can hire a full time invitation engraver?

Lead time…

Despite all outward appearances, I’m not a magician. Admittedly, the things I do look easy from the outside, but that’s mostly because a) I try very hard to follow the path of least resistance; b) I’ve done more than a few of these things; and c) Even when things are truly falling apart I refuse to give in to the temptation of running in circles while flailing my arms wildly in the air. There’s also a healthy dose of faking it until you make it at work in most of the things I do.

Frankly I’m often not sure right up until the last minute that things are going to come together like their supposed to. Although experience tells me that they will, you must proceed there with caution because past performance is not a guarantee of future results.

Knowing that and knowing me, when I tell you that something is going to be problematic or that it requires lead time, you should know that I’m not in any way exaggerating. I will not be rending my garments or gnashing my teeth. That may give you a false sense of security. It shouldn’t. It also shouldn’t be a surprise when the thing I’ve been saying for weeks needs the longest lead time and will be the biggest problem if not managed closely is suddenly in danger of not being delivered on time or to standard.

Maybe next time I should just go ahead and flail my arms.