This is a work related rant, so I can respect your wishes not to read it. I mean, it's all about my company and the frustrating structure and policies they create.
To begin, I want to invite you to play some football. You're on a team, on the field. Your team has the ball. You're the quarterback. You huddle up. The coach calls in a play and you relay it to your team. Now, instead of breaking and lining up, each player begins arguing with you about whether it's the right call, and how everyone should line up.
That's the teamwork going on in my company.
In the case of this rant, it's about how the parts are managed. See, while I'm responsible for studying and analyzing the parts situation and planning what to do about various regulations, part changes, new products, and all the geos, another division holds my parts for me in their warehouses. They also plan how parts should be used. My view of the situations is a larger, more detailed and more nuanced view then their outlooks. They simply look at what's been used in the past, how much is on hand, and how much it costs. Then they try to keep it to an absolute minimum.
It is on this ability to keep stock to a minimum on which they're judged.
What happens if they run out? Nothing happens to them. There is no accountability for their shortcoming. They're a different division. Yes, they can get dinged if they have a backorder. To avoid that, they game the system by not putting the order in until a part can be procured somewhere.
But here in our division, customers' systems are down. They need a part. They call execs and sales reps, angry that they're systems are down and they can't get it fixed. And guess what rolls downhill? Well, all messes roll downhill. Who is asked to fix it? You betcha, those of us at the bottom of the hill.
The inability to provide parts to customers when their systems go down affects customer satisfaction rates. Who uses the customer satisfaction rates as a metric for how well employees are performing? Not the folks that told us we had too much and then let us run out, I can tell you that.
And surprise, that customer satisfaction rating affects our division's sales and analysts' ratings of our division.
Now you might think that we're just one big happy corporation. One for all and all for one, just like the Mousketeers, I mean Musketeers. The corporation makes a profit, we're all happy, right? Because the rewards will trickle down, right?
The rewards trickle down into your division according to your 'contributions'. Customer sat was down? Ding, bad boy. Sales failed to met or exceed goals - you didn't do enough to help. Customers had to wait for parts? Well, why should we reward you for failing our customers?
It's irritating enough from a ratings point of view - you can't get an outstanding rating when you have those three negatives against your division, can you? - and the compensation side - no bonuses, no pay raises - but the greater impact is on the intangible side of morale and motivation.
Each decision becomes a war. Nothing is easily executed. Matters take weeks and months to reach decisions and then act on the decisions, putting you on an exhausting treadmill of fighting the same issues again and again. It's physically, emotionally and mentally wearing.
It's the huddle without accepted, focused leadership. With such muddled huddles, the outcome is always on edge and always in doubt.
Causes Michael Seidel Supports
Kiva, Women's International League for Peace and Freedom, Propublica.org, Doctors Without Borders, GreaterGood.com