I’ve made jokes about being the Willaim Wallace of my department – uniting my countrymen and then challenging the treacherous Longshanks. [NOTE: I think I'm more like Andy Dufresne getting the rest of guys some cold beers after working on the roof all day. I was the one who set up the initial complaints regarding the parking structure situation] But I have since been disemboweled and my limbs now rest all over Scotland to set an example for anyone else who dare rise up.
SHORT STORY: I was given a verbal warning for my gradually (or exponentially depending on who you talk to) increasing negative attitude over the past few months. For fear of contaminating some of the new employees with my toxic thoughts about this company and how it is run, I am being moved out of the seat I have had since I started this job outside to an area that is called “The Counter” where it’s rumored you will never find a more wretched hive of scum and villainy. It is basically a long shelf that runs along the window where my workstation will be placed. (I’m kidding about The Counter being full of scum and villainy – I just don’t know the editors well enough yet…but some of them ARE kind of weird)
Although I can’t really blame them for doing it. Or can I?
LONG STORY (dude, it’s REALLY long): To recap, the past few months have not been particularly pleasant at the day job. A part of it is the tedium that naturally occurs with assembly line type work. My frustration also stems from how this company has handled a job opening I applied for back in June. Now I have no one to blame but myself for the way I feel about this issue, but let me be clear – I am not the only one here who is frustrated. There are many other reasons aside from mine that would cause someone to be. And because we are all cooped up in a small room, complaints get voiced and soon enough, it’s a pressure cooker. It all came to a head last Tuesday.
Last week, the Operations Manager (OM) set up a meeting with the entire research team and the Content Managers. I assumed this was to discuss some of the procedural changes that have been instituted over the past week or so. Many of us came prepared to discuss the changes the concerns we had regarding them. The OM came in and sat down.
He says, “We will not be discussing any procedural issues. I’d like to address the negative attitude that is going on in the researcher room downstairs.”
It caught me off-guard, that’s for sure. And though the conversation would have probably veered in that direction as we brought up issue after issue, starting the meeting with the topic was unexpected. You know how these go – one side brings up an issue, the other side voices a defense. Then there’s a rebuttal, and a rebuttal to the rebuttal. Before you know it, it’s labor vs. management in not-so-pleasant discourse. I’ll be the first to admit that I got heated. What can I say? I get emotional when it comes to this sort of stuff. (I’ve been reading Zinn’s A People’s History of the United States, so I get inspired to rise up every now and again)
After 1.5 hours of discussion, I learned the following things:
On concerns about the length of time it takes to get a response for certain procedural concerns we voice to the manager, and also the vague nature of the responses we get once we finally get them
The OM responded by saying that if you want an answer, it is the responsibility of the asker to pursue pester someone until you get the answer you want. We were told the company culture is set up this way to encourage people to really go after it if they felt that strongly about something. The OM disclaimed that sometimes there are more pressing issues he must deal with and the less important ones often fall to the wayside. He insisted that he (and the other persons in a management position) were not intentionally trying to blow us off, but that they just forget. He claimed this happens a lot at large companies so we just have to get used to it and roll with the punches.
At first, this sounds like a cop out. It’s our responsibility to follow up? This tends to happen at large companies? I call shenanigans! I’ve worked for 2 Fortune 500 companies (eBay and VeriSign) and I have never once experienced anything like this. Usually, BOTH sides check in. Surely, things get forgotten, but simply stating that it’s the “company culture” is absurd.
What’s happening here is that issues do get brought up multiple times. And they’re noted multiple times. But whenever we get vague answers like “oh, a solution is 2-3 weeks away” and check in 2-3 weeks later only to hear the same thing, you tend to get sick of asking. But because it’s the “company culture” to follow up bug someone about it, it’s our fault that none of our issues ever get resolved. How about some accountability? We did our part – bring up an issue that we think is important. Continually ignoring said issue suggests that it’s not really important. So if none of what we bring up ever gets addressed, how are we supposed to know if something is important enough?
It’s also disappointing that everyone in this company realizes that the company culture is flawed, yet no one seems to want to try and improve upon it. But I think they all drank the Kool-Aid. The OM told me that working this way is actually efficient – that things get done because you get so frustrated from people not responding to your requests that you have to go out and do it yourself. Um, yeah. That makes COMPLETE sense.
On concerns about the the possibility future incentives – like raises, promotions, and/or full-time employment.
The OM stated that because this division is so new, the company can’t really tell how profitable it is yet. He stated that there’s always the potential of promotions and he used the new Content Manager who was promoted from within our team as an example. (this was the job I applied for, by the way)
The concern here is that the lack of a target or goal is causing much of the frustration. We think the company is saying “work really hard, guys, but we’re not sure if anything will come out of it.” The OM brought up this analogy of a guy who has a goal to do 100 push-ups and compared it to each of us who has a certain goal we’re supposed to hit. He stated that in the beginning, we are all doing well but over time, we tend to get lazy and then take days off. But the flaw in this analogy was that he didn’t bring up the incentive to do the 100 push-ups in the first place. When you do your 100 push-ups, you end up with a body like Atlas (promotion, raise, and/or full-time job). When you don’t do your 100 push-ups, you get fat. At this job, we have neither. Having one or the other would provide at least some sort of motivation. Here’s to hoping they choose the positive one.
I get it – this is a part-time job, and will likely stay that way for the foreseeable future because of the economy and the yet-to-be-determined success of this division. It would be nice if we were picking up some skills in the process – to make us more marketable for positions at this or other companies – instead of just being asked to do what a monkey can do. (which they can – I’m pretty sure I saw it on Discovery Channel the other night) Sadly, this company just wants grunts who they can underpay. [NOTE: In fact, we think that the recruiters are looking for employees who are just skilled enough, but not so much that they'd be quick to jump ship when they are offered a much better position somewhere else. They need to keep turnaround reasonable, after all.]
Anyhow, when it was all said and done, we were all told to just accept the fact that the way things are here is the way it will be. We just need to accept it. And. Here. It. Comes.
“If you’re really that frustrated, then perhaps this isn’t the right job for you.”
Bam, there you go. I was waiting for that. Despite all the comments I’ve received in the past about my “solid work performance” and how they “value my thoughts and opinions to improve the process,” they’re basically telling me that I’m expendable. My value (and very likely others’ too) is so insignificant that they would rather threaten us to just leave instead of try and work to improve things.
Everything above was stated during this all-hands meeting. The OM and I had another 1:1 meeting a couple of days later, which was probably how the issue should’ve been handled in the first place. Issues were discussed sans emotion. I got to say what I wanted to say and he got to say what he wanted to – which was to check my my attitude. He said he has noticed my negativity increasing over the past few months (which I attributed to the Content Manager opening that I found on my own). But I also told him that if he noticed it months ago, he should have talked to me about it. But according to the “company culture,” the onus was on me to bring it up.
I owned up to my attitude and told him I’d play ball. As a sign of good faith, I erased the fantasy rankings (bottom of the page). The game isn’t as fun when management knows that people are disgruntled anyway.
But to be fair and clear, I am partly to blame for this whole ordeal. I’m stubborn and headstrong and it failed me this time. The company and I don’t see eye to eye about what is broken. I’d do things differently if I were running this joint. But I don’t run this joint and the ones who are can run it the way they please. Serves me right for setting my expectations too high here.
It’s like the girl who wants her boyfriend to act more affectionate without having to tell him to act more affectionate. She never says anything hoping things will change. It simmers, then boils and then after a fight that ends at 3AM on a Tuesday, she realizes it was partly her fault all along. She expected him to be someone he wasn’t. This is just how he is, you have to just accept him for who he is – or leave him with the hope of finding a better match.
And I’m confident there will be…someday. Until then, I’ll sit my ass down, shut up, and just work. But hey, at least I’ll have a window now. I mean, I probably could’ve just asked for one – but where’s the fun in that?