Manager’s Diary

of being a manager in my particular shoes is that I was never able to let go
of the technical part of my job. Not even half of it. I was expected to
move up to “Director-level” and assume those duties, which include
orchestrating the big picture, cracking the whip, and babysitting, while
continuing to troubleshoot the many, many issues that come up in this
business that my subordinates have thus far been unable to resolve on their
own, and frankly, probably have no desire to learn to do so.

So I’m wearing a few hats. I’m the boss of these guys. I’m supposed to be
architecting the master plan, although every major decision, especially
those involving money, must be signed off on by someone higher up in the
food chain. The bureaucracy is getting thick already, and if you could see
this food chain, you wouldn’t envy me. I try my best.

Meanwhile, I’m constantly being asked for assistance by the front-line guys
in solving problems I consider to be trivial. I don’t want to alienate
them, but sometimes I feel like asking some of them if they even have the
capacity to learn. I’ve gotten a bit better at delegating those, I
generally redirect them to someone who I know can solve it, knowing, of
course, that will come back to bite me in the next meeting when I ask why
the assignments aren’t getting done. “Because you told so-and-so to
escalate this to me, and I was pulled off my main tasks to do so.” Tell the
truth, bucko. If you hadn’t been pulled off your main tasks, would you be
focusing on finalizing your deliverables, or would you be browsing funny
videos on the net or instant-messaging your friends?

One day the big bosses will implement a strict we’re-watching-you policy,
and that will GREATLY change the momentum of your day. Don’t say I didn’t
warn you.

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