Archive for October, 2009

How to Kiss Ass Without Catching an Unspeakable Disease

Saturday, October 10th, 2009

Maybe you’ve decided that in this particular job climate, it’s best to do whatever it takes to hang on to what you’ve got.  Maybe with HR launching heat sinking missiles from its bunker at whatever dead-end Cuber it can find, you want to scramble the signal a bit – maybe bend the trajectory enough to put the old pink slip projectile into someone else’s lap.  

Maybe you now know, whether you want to admit it or not, that’s it’s time to kiss ass.  Big time.  Without reservation.  Without shame.   With a sharp sense of survival.  

Well, that’s doable, man.  If you really have no scruples about it, (in other words, you’re the main source of financial support for the family, and the wife is threatening to leave if you lose the job, and the kids gotta have the next-generation surround-sound, opti-view, implanted-chip-in-the-brain virtual violence gaming experience for Christmas), then you can do it.  You can live;  the next door Cuber can die. 

Start with the morning routine.  Instead of grunting ‘Morning’ to the boss, look him in the eye, nod your head while wearing a smart smile, and say ‘Good morning, sir.  I’m ready for anything you can throw at me.  Let’s get started.’ 

Then hand him a big cup of expensive coffee, (not a cheapo styrofoam offering from out of the break room pot), pat him on the shoulder, then walk right on back to your cube as if you’re getting right into the work.  

But don’t sit down.   That’s the absolute worst thing you can do.  Stand up, so that he can see you as you pick up the phone and start making calls.  Now, the calls may only be to your wife, asking her to pick up a six-pack of light beer while she’s at the store, or to your doctor, scheduling that long-delayed prostate exam.  In either case, make it look like you’re directing something from your cube, not just sitting in front of the computer, gazing at vacation deals to Bali.  

But you probably want to try to make at least one real work call, and be loud and authoritative about it, so that the boss can hear.  That is, if you can think of a worthwhile call to make.  Maybe you can ring up that parts supplier and demand credit for the defective parts the company received awhile ago.  (Then hang up before the guy on the other end realizes you don’t know what you’re talking about). 

The next step in the daily butt smacking consists of posturing yourself strategically in the morning meeting.   Sit down in the front, next to the boss, with a stack of technical papers and a notebook and a few pens handy.  Take notes copiously.  Nod when he nods;  nod vigorously when he says something, even if it’s not particularly bright.   After the meeting, say something along the line of, “Excellent meeting.  We’re gonna get some action out of that one.”  And if he glances at you like you’re some sort of nitwit, add, “I’ll make sure it happens.”

Then make sure you do.  Or at least, find a subordinate or two to make it so. 

Before lunch, find at least three main issues that you can pretend to be on top of in an email, even if it’s responding to the girl who’s been out sick for a week who is asking a question about the big sales account and you can answer that it’s all been taken care of, especially if it sounds as if you took care of it.  And of course, make sure to .cc the boss. 

Get out those emails – not too many – but enough, with brief authoritative firepower in them that lets the big shot know that you are the man… 

That’s one of the best ways to ass kiss, without feeling like you’re ass kissing. 

After lunch, it’s time for the sophisticated methods.  The Machiavellian routine.  The tour-du-force of sycophantic slobbering.  The positioning for posterior posterity, where you can get the best derriere smacking for the buck.  

It’s time to backstab.  

Nothing brings you in better with the boss then to let him in on the little known fact that the deadbeat Cuber sitting right next to you has been badmouthing the company, and everyone in it, on a regular schedule.  And of course, this bad apple saves his most deadly salvo for the boss.  But how do you tactfully dispense with this information, (or as it were, misinformation), without appearing like the backstabbing SOB that you actually are, and have to be, out of sheer pragmatism? 

Well, again, a well-crafted email might do the trick.  Such as, “Dear Boss,  So-and-so finished the financial analysis and submitted it upstairs.  I reviewed it and it’s an outstanding piece of work.  However, I think he got a little upset with our auditing process, as he mentioned to me that…”   and then you segue into an underplayed description of how he couldn’t seem to let go of the fact that senior accounting is run by a bunch of fat-headed amateurs and the company promotes stiff-necked chicken-squawking bean counters and worships bluster-mouthed managers and generally allows incompetence and stupidity to rule.  

If this doesn’t get you a one on one with the boss, where you can then unload an arsenal of hyperbole and mistruths against the Cuber, then maybe it’s time to request a personal meeting.  And if you can get one of these, be sure to know exactly what to say, and how to say it, so that your ‘confidential information’ comes across as strictly up and up – meaning, you know and the boss knows that ‘something has to be done.’  (translated: ‘someone has to go’.) 

And finally, don’t underestimate the power of slipping the subtle word or phrase around the water cooler or out in the smoking area to anyone whom you know will feed information back to the boss.  Perception, as any career sophisticate knows, decides raises and promotions, continued employability and likeability, and overall success.  If you want someone to fail, get good at dropping the IEDs where they will do the best calculated damage. 

Now you might be saying, ‘This is not ethical at all.  I can’t plan on deliberately damaging the reputation of a co-worker.  It’s not right.’  

Well, if you’ve gotten this far in this piece, and you still want to learn more about how to become an effective ass-kisser, then ethics hasn’t got anything to do with it. 

On the other hand, if you’ve gotten this far and realize that ass-kissing and being unethical to survive and thrive in the workplace isn’t your thing, then don’t worry.  Because this piece is finished.   And so are you.

 

kissing-ass-tn

Jake desJardins

Laid Off & Proudly Pissed

Tuesday, October 6th, 2009

Let me be frank: I’ve been laid off twice and it’s pissing me off. Not that being laid off shouldn’t be a reason for getting pissed off, but the causes behind it warrant further discussion.

In the first case, the layoff occurred five months after I was hired. Executive management came to the conclusion that my site was not cost-effective and determined that off-shoring operations to China would fix the problems.

It did not. Three years later, the site in China also closed down. Project deliverables were not being met; business strategy dive-bombed. So now, workers in two countries were displaced, and the corporate leaders re-trenched in their Connecticut headquarters and broke out the cheaper Scotch and drank to failed endeavors gone wrong – but better times to come. (Yippee-ki-yayyyy!)

And the stock continues to tank.

I ask myself why the company hired me in the first place, if it knew that it was going to shutter U.S. operations? But I think it’s because, in all honesty, the better Scotch went to the heads of those responsible for keeping the business viable. The headiness of their position, their insulation from the reality of what was really going on at the operational level, kept them from making sound decisions. It kept them nestled in their security blankets, thumbs stuck in their mouths, comforted in the belief that ‘Mommy Free Market’ would prevail and they would remain safe and sound, profitable and cushy behind their cherry wood desks.

I sometimes like to entertain the delusion that I was hired to turn things around. But if that was true, why was I under the impression, as a former business customer, that the company didn’t need turning around? In retrospect, I realize that I simply backfilled a position for someone else, who was asked to go to another position, in order to try to turn around the problems in the new technology group. I was just an interim pawn in the chess game of Factory Operations Gone Bad. The cherry wood executives needed someone quickly to plug up the hole; I was their man.

I did not take it bitterly, at the time. In fact, morale had soured so badly and the stress levels had amped up so much at this particular place that everyone, including me, seemed to let out a sigh of relief when the mass layoff was announced. For some strange reason, Alice Cooper’s ‘School’s Out’  kept racing through my head.    last day school

 

 

 

 

 

    I didn’t get the same feeling after the second layoff.  In fact, I had a sense of gloom, beforehand.  The build-up was silently understood, darkly expected, relentlessly anticipated.    It hung heavily throughout the plant;  it stunk like a rotting carcass among the workers across the site, as the inevitable approached.   It was the oppressive realization that this was the beginning of the end, for a lot of people.  (For exactly  33.37% of the workforce, as a matter of fact)   Who was going to get it? 

If you were a solid performer, meaning you demonstrated dependability, aptitude, a good working rapport with your peers, you were at risk.  If you had good skills but not quite enough expertise in specific areas, you were at risk.  If  you had put in several years of 60+ hour workweeks, including weekends and holidays, but you did not have seniority, you were at risk.

Generally, if you deserved to work but the employability algorithm cranked out a certain ranking, you were on the hit list.  

If you were a good worker, but not good enough, you were probably gone.

Some people are quite blasé about attributing the market as the cause of mass displacement, and that laid off workers should get over it.  I do not.  Market volatility and employment security may go hand in hand, but they are not merely incidental.  They are the products of errors in judgment, incompetency in leadership and lassitude in regulatory oversight. 

Or, as a project manager acquaintance of mine put it:  layoffs are essentially projects gone bad. 

The job hunt clubs and displacement services and career coaches and government boards tasked to address unemployment are members of the new project team that expects to resolve this problem.  But they are not the stakeholders.  The laid off –  the ones facing lack of healthcare for their families, inability to pay the mortgage and utilities, difficulty buying food and clothes, and the prospect of losing much or all of their long-term savings –   these are the ones relying upon the expertise, the care and consideration, and vested interest of those trying to get them back to work.

I for one hope that the new project, to get people back to work, succeeds.  I hope that the new project managers work the field and monitor the progress of the reemployment efforts – that they don’t hide behind cherry wood desks and sip good Scotch. 

And I do hope no one will blame me for being laid off and proudly pissed.

Jake desJardins