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  • #2258255

    Fed Up!


    by martin- ·

    What can I do about working in a place with a poor IT manager/supervisor?

    By ?working? I mean I do it all…ALL.

    And by ?poor? I mean, incompetent.

    And by ?incompetent? I mean, no knowledge of IT, no knowledge of management, and no desire to gain any, plus actually turning up to work is not only a financial burden to the company but a health hazard to me.

    Yes, his mistakes have cost the company dollars, big dollars, and he?s hidden it well with lies and misinformation. The majority of the loss was time…something that an auditor can?t find on a financial database, and something Managment can easily be fooled by. At least ours can.

    On a good side there is a new manager on the scene and he seems to be very switched on. I’m hoping to secure some time with the new guy and get him to see straight.

    How can I make the top brass see that the guy needs to be fired? Or involuntarily retired?

    There are many holes that need filling in the IT department?s ship. I?m trying my hardest but I?ve fun out of fingers and toes to plug them. The remaining holes are his responsibility and I can?t climb over the top of him to plug them, nor leave my own alone.

    The ship is sinking and it?s the First Mate who?s going down with it. That’s not the way it happens in the movies!!

    Can someone help?

    …By the way…the “heath hazard” I suffered was a head injury.

    It too cost the company money, but that wall needed replacing anyway.

All Comments

  • Author
    • #3211977

      Now go feed down :p – seriously you need to

      by deadly ernest ·

      In reply to Fed Up!

      prepare a report of all the problems and list the cost of not fixing them – get supporting documentation where you can – system logs, web site reports of the troubles with those types of issues etc. Then give the report to the relevant manager.

      Worst case scenario, get a written agreement with your manager what you have responsibility and authority for, then stick with those. Point out the problems with the other issues and just leave them be until management realise the costs.

      edited to fix typo in heading – No to Now as intended.

      • #3211964

        the issue isn’t…

        by martin- ·

        In reply to Now go feed down :p – seriously you need to

        Hi Earnest, Thanks for the response,

        However the issue really isn’t financial for me. It’s my working experience, which, believe it or not I want to ENJOY! ha! Yea I’m selfish I know. But hey, it’s not that big a deal, right?

        Managment might, on the other hand, like to see the financial side of things. I’m not entirely sure I can present an exact cost of these blunders but I guess even presenting them with the facts might prompt them enough?

        For me it’s the day to day things. Not ordering things on time, being late or even forgetting meetings with consultants, delaying projects until they become critical. You know. Nagging little things that are really frustrating.

        The sorts of things that can’t be represented with a ‘cost figure’ are what is hindering me from having a productive work place. Becuase it’s me that has to take care of these things when I can be spending my time…well…on me!

        • #3211945

          I realise you aren’t concerned about the money but

          by deadly ernest ·

          In reply to the issue isn’t…

          it is the money side that will leverage action out of management as the bottom line is their biggest concern.

          What it sounds like is that you need to work out some supportable estimates as to how much time is wasted this way and the cost the time of you and others, pointing out that while you are wasting time there you have no time for other needed projects. What works best is showing where overtime was needed to catch up on things that got delayed or deffered thanks to the person.

          Show how your productivity is adversely affected.

    • #3211952

      Tech Q&A

      by martin- ·

      In reply to Fed Up!

      I’ve posted this topic in Tech Q&A too. Feel free to answer if you’d like to earn a few points.


    • #3211838

      DE is giving you some really sound advice

      by j.lupo ·

      In reply to Fed Up!

      Also, try to keep your emotions out of this. If you go to management you need to show the figures, how deadlines are being affected, etc. If you don’t then management might consider YOU the problem.

      I was in a similar situation with you, and still am to a point. I have had 2 people fired because of either incompetence or hinderance to the project. In my case they were both contractors so it wasn’t as hard as with an employee. That is the battle I am having now. I have a PM with a LOT of political clout in the company and is an employee. But this PM is ineffective and hindering design issue that are preventing us from completing our project.

      It will cost the company billions, but the fall person is me, so I am documenting and keeping things on the list of issues that need resolution.

      • #3211088


        by martin- ·

        In reply to DE is giving you some really sound advice

        You can probably tell that this issue has more to do with my well being than the companies, so to keep this emotion neutral will be hard. But it’s clear that I’ll have to.

        I do want the company to succeed, of course. As my future career depends on it. It’s a growing company that won’t close it’s doors tomorrow and I’m in a position to achieve a lot there now and in the future.

        I’ve built the ground work for IT solutions to work really efficiently for my co-workers, so to see it hindered and messed with is really annoying.

        So yea, I’m passionate about my work, the new manager knows this too, so he will know straight up that this is a real concern for me. Keeping it emotionless won’t be easy!

    • #3211746

      Theory Vs Reality

      by jdmercha ·

      In reply to Fed Up!

      In theory management wants to hear about problems, so they can be rectified. In practice a manager will always be more valued than a regular employee. Employees who report problems to their managers manager are seen as troublemakers, and often loose their jobs.

      Mangers stick together and protect each other. It is very difficult to get rid of a manager. It is very easy to make a regular employee the scapegoat and get rid of them.

      They only way out is to leave the sinking ship, or hope the manager doesn’t drag you down with it.

      • #3211733

        Managers are just better at the game

        by wallowamichael ·

        In reply to Theory Vs Reality

        Mostly managers don’t ‘take the fall’ because they are used to creating and maintaining a paper trail. They have time to create a paper trail because they have employees in the trenches filling in the holes!

        Being a manager myself, I don’t go into meetings with other managers and say “Looks like problems in programming, who shall we blame?”

        If you play that game and get caught by an employee who keeps good records, you will be terminated (even as a manager). I’ve seen it happen.

        My best advice is to track your managers inconsistencies. He might actually step up to the plate once he notices that there is some concern from you. (Or he’ll be scared to death of losing his position). For scheduled meetings, make an appontment with him on the company’s calendar and get him to accept electronically. Depending on his technical savvy, you could log into his profile and make his calendar automatically accept meetings from you! (sneaky, but effective)

        Do the same things with equipment orders, have a reasonable e-mail transaction stating you need equipment, software, 30″ LCD monitors, etc., and then follow up to confirm the order is placed. Do it all electronically (e-mail, IM) and you automatically have a record of the manager’s failings.

        With this type of documentation, the manager will either step up to the plate, or you can go to upper management and make a valid, documented case to his ineffectiveness.

        And quit blasting managers just because we’re managers… (we like our work, too)

        • #3211361

          I’ve had bad experiences

          by jdmercha ·

          In reply to Managers are just better at the game

          Can you tell? I too am a manager, but I still have mangers above me.

          I once worked at a place that cut the workforce from 2400 down to 800. Not a single manager lost their job. One manger lost his entire department of 50. Yet he kept his job even though he had no work to do. Another manager was deemed so innefective that they promoted him to a newly created research position, so he would have no direct reports and he could do whatever he wanted. Then they gave him a huge bonus because he actually found some work to do.

        • #3277814


          by myke.devlin ·

          In reply to I’ve had bad experiences

          We use to call that FUMU at IBM (years ago).

          F*ck Up Move Up

    • #3211298

      If you make the decision to start documenting…

      by tig2 ·

      In reply to Fed Up!

      Do yourself a favour. Don’t just present the problem to senior management, present what you would consider a solution.

      many times, a host of people can communicate the problem and a desire to see something done about it but don’t communicate a viable solution.

      “My plate is too full to take on more” can be better communicated as “I wish i were able to take on new tasks. Can we consider my current priorities? I don’t see anything that can move but if YOU can…”

      Or, “I am spending a great deal of time explaining my job to my current manager. I know that this OTHER manager has more background in IT. Perhaps if I were reporting to him/her communication could be improved.”

      At worst, “My current manager is not really tuned in to the IT situation and I am frustrated because I seem to be unable to clarify things for him/her. These are the issues I see (add issues in clear, validatable terms). I think that a solution might be to develop a shadow plan.

      In each case, you keep your communication style neutral and throw out an idea. Maybe other management will adopt your idea, maybe not. But you prove that you have taken the time and effort to think it through and solution the challenge. It also communicates your value- you don’t just complain, you consider.

      Just my $0.02- Good luck!

      • #3169031

        Some great advice

        by martin- ·

        In reply to If you make the decision to start documenting…

        I’ve been thinking about keeping this as constructive as I can also. I guess that’ll help keep things emotionless/neutral too. I know my top manager will appreciate things if I’m not just whining to him about the supervisor.

        • #3168882

          Martin – that is the point

          by j.lupo ·

          In reply to Some great advice

          TiggerTwo has provided really detailed and good advice. I have found from actual experience that I do more harm by getting upset and emotional about something (even if it is fueled by my passion and everyone knows it).

          It is important to set your meetings, create an agenda, collect all supporting information and package everything you need for the meeting. Then when you create the meeting invite, send the package with it.

          With my code reviews, I have started doing this for the team (we are all remote) and our reviews work much more smoothly without the heated arguments about how something should work. Now I know a code review is not the same as what you are talking about, but I have used the ideas TT mentioned in my code reviews and found them improved.

          We went from 3 hour walkthrus to 20 minutes. Another point, was that people given the package were much more prepared to discuss the points and even had other supporting information or opposing information. It made all sides of any issues become clear and move us closer to solutions.

          Good Luck.

    • #3169029

      Approaching the manager

      by martin- ·

      In reply to Fed Up!

      How should I bring this up with the top boss?

      I can secure time with him, no problem, but I don’t want to just barge in and fire off both barrels at once.

      They can back-fire you know!

      Should I take the records as everyone has suggested and put them in a memo, or deliver my concerns verbally at first, and present the facts only if needed?

      I guess the outcome I’m looking for is more independance and freedom to get on with my job…to not be so tied down.

      Any words or phrases that I can use to communicate this point strongly and effectivly?

      • #3169013

        In this situation

        by tig2 ·

        In reply to Approaching the manager

        Prepare your written documentation and analysis. Have it ready in hand when you speak with the boss. Communicate an agenda of points that you would like to cover and bring a copy for all meeting participants. Email this agenda with the meeting invitation. Incidentally- if you meet with more than one person, bring copies of all or your written documentation for each participant.

        In the meeting, you may have to make your points with your current boss present. Do not discount this possibility. Remember- as far as you are concerned, he isn’t there. Make your points calmly and clearly. I can almost guarentee that the first person to turn the meeting into a heated discussion, loses. Don’t let it be you.

        Using your agenda, drill down to the points that you want to cover and make notes. Stay to your speaking points.

        You will want to avoid coffee, sugar, and anything else that makes you jittery prior to this meeting. You need to remember that your goal is to be clear and calm throughout. I have seen people bring forward very valid concerns only to be judged poorly by the way they are presented.

        You aren’t “firing both barrels” you are “communicating your concerns”. Remember, when you identify a problem, identify a solution. Senior management doesn’t need problems but they are willing to give an ear to a solution. When you present a scenario of what went wrong, have an example handy of what could have been done to alliviate the problems or avoid them.

        Your mission in this conversation is to clearly state your truth and insure that it is heard in the best possible light.

        It is always acceptable in a situation that is heated to say, “I apologise if I sound excited. It is just that I am so passionate about seeing this department succeed and add value to the business. I am frustrated that we are not able to do that because… (insert issues here).” That will help you to diffuse.

        My favourite trick when walking into a potentially difficult meeting is to imagine everyone at the table in their underwear. Let’s face it- NO ONE is threatening in their Fruit of the Looms!

        I know that this will sound silly but I’m right- Don’t forget to BREATHE! We tend to almost hold our breath in a confrontational situation or one that we perceive as a confrontational situation. If I am not handling something as well as I want to, I stop to breathe.

        Let us know how it turns out. Good Luck!

        Edited for typo

    • #3168967

      He has Angels somewhere in

      by rapell ·

      In reply to Fed Up!

      Human Resource or the CEO is his inlaw. Yes! If not, how would you explain that he got through the interview, or was even short listed for the job in the first place? IT interviews are things you don’t guess your way through. You either know, or you don’t. So, they may be keeping it off the airwaves, but if you look deep, he/she has some guardian angel-an inlaw, alumni(i wonder where from), old friend, blackmailing the boss, etc…

    • #3168947

      Who is the boss there?

      by ·

      In reply to Fed Up!

      Surely you can highlight these issues to your collegues line manager?
      You will be respected if you take the bull by the horns and without blowing the lid on the guy, talk to him and find out if you can help, this will tell him that you are serious about the issues
      Paul- Liverpool UK

    • #3279270

      Document responsibilities

      by dmarston ·

      In reply to Fed Up!

      then make sure you are fulfilling yours and let him worry about his. Let HIS deadlines pass, let HIS projects fail, let HIS mistakes show (and/or be known). As long as you keep doing his job for him, management will not see the lack of performance. Let him fail on his own. Then when the S*** hits the fan, you can pull out the documentation and say ?I?m doing MY job.?

      • #3278264

        I do that

        by martin- ·

        In reply to Document responsibilities

        but when the supervisor’s failings directly affect mine, I lose out too.

        So I end up being the proactive one and giving him the hurryup or I just do it myself.

        It’s often the quickest way!

        Ive got everything down on paper, all the points made. It’s just what to do about it now, and when.

    • #3279046

      Educate your boss….control his thinking

      by clifton_fl ·

      In reply to Fed Up!

      It would be best to educate your boss on things which you think must be addressed. As you said, your boss is incompetent. Plan a meeting with him, give him all the information necessary for him to know, and based on that let him decide, Remember “Once you control the mind of your boss, almost everything follows, and mostly you are in control”.

      Discuss to him what and how you want things to be done. Clarify responsibilities, between you and him. Know his weaknesses and plan to attack it if necessary. If things aren’t working, then list some plans that you want accomplished, be sure they support your assigned job responsibilities,(your boss and HR might help)keep them and document it. You may ask your boss to sign over some accomplishments. When trouble comes, you have proofs that you have done your job….and well.

      Basic rule “Do your job well, make some extra accomplishment to support continuous improvement” and I think nothing can go wrong.

      You have done your part.

      Some prayer will surely help, don’t forget “God might have some plans for you!”

      Now if everything has no impact, and you’re not happy, I guess you have to “abandon ship” and find satisfaction and fullfillment somewhere.

      Hope this helps. God bless!

      • #3278262

        I’m going to do just that

        by martin- ·

        In reply to Educate your boss….control his thinking

        Thanks for your input, very beneficial.

        When I return to work in a few weeks I’ll have that discussion with the supervisor.

        I’ve got the points made and have a clear plan of attack. It should work out in my favor.

        I hope!

        Thanks again

    • #3279027

      Call Me Mr. Negative

      by david.cook ·

      In reply to Fed Up!

      When you got a bad boss, it’s time to hang it up and find a new company. I have been in IT for around 15 years and there is one thing that rings true time and time again and it’s this.

      “there are two types of people in this world, those who know and those who manage…”

      I just left my last position because we had an absolutel psycho for a boss, this women could not manage her way out of a paper sack. Since I was hired and quit within a year’s period, she has lost 5 developers out of about 8…and her boss thinks she does no wrong..well, that’s their problem not mine anymore..

      Point is, life is too short to take directions for some moron that didn’t earn their position…

      • #3278257

        Have to Agree

        by mhannam ·

        In reply to Call Me Mr. Negative

        I have to agree with David. Whilst there’s been some sound advice so far, I have found that management generally ‘sticks together’ and it’s much harder to convince senior management that your suprerior is a liability than you might think and you are unlikely to come off well.

        The approach outlined by Deadly Earnest is the best way forward IMHO. It’s non-confrontational and addresses your issues in a positive manner. If after that conversation nothing changes it’s time to put up or get out.

      • #3277812

        David has best advise

        by myke.devlin ·

        In reply to Call Me Mr. Negative

        read my post below

      • #3277694

        Another vote for David

        by too old for it ·

        In reply to Call Me Mr. Negative

        Is it just us guys, or to the women in IT sometimes feel the the incompetant females sleep their way into management?

    • #3279023

      A helpful approach

      by whaleywashable ·

      In reply to Fed Up!

      As much as you probably would like to see him hung, drawn and quartered, you can give the appearance of being a team player and a company man by phrasing your complaints as opportunities to develop your manager.

      You are not asking to get him fired. You are asking this new manager for help for your manager becasue you have up until now been helping him as much as you can but you now need someone like this new maganger to assist you in helping him .. and then you can present your damning evidence as all the reasons why he needs “help” without fear of looking like you are causing trouble.

      Some will see though this and may still think you are causing trouble but it is much harder to pin that tag on you if you approach it this way. Either way you win – lets say this new manager can coach your current manager to a place of being mildly competant then you now have improved your environment somewhat – but more likley it will provide an easy way for senior management to discuss his problems (remember they too do not want to be seen as not being team players and it is an unforgivable sim of a manager to bad mouth his employees) and hopefully they come to the natural conclusion that your evidence has presented. (aka fire him or remove him from influence over you)

      For you to pull this off though you do need to develop some kind of genuine sympathy for your boss (afterall he has to live with himself 24×7!) and be able to be happy both for him and the company should a way be found to improve his performance.

      If you have been suffering under this arrangement for a long time you may not be able to do that in which case I would advise you to just get out.

      Good luck!

    • #3278263

      I have secured a meeting time…and a holiday.

      by martin- ·

      In reply to Fed Up!

      My supervisor came to me and said he’d like to talk about some projects comming up soon, and so I’m going to use this time to talk about the other issues I have.

      Depending how that goes will depend how involved our manager gets.

      The meeting won’t be for at least two weeks because I am taking time off over the holidays.

      Hopefully the place is still standing when I return.

      But at least that will give me some time to think things over and to spend time with my family.

      Who knows, maybe I’ll get used to the idea of not working and stay at home fulltime!

      Thanks so far to everyone that’s offered help. It’s been very supportive. I appreciate it.

    • #3278240

      Stop making him look good.

      by judy62 ·

      In reply to Fed Up!

      I had a manager like that in the past, so I stopped covering up for him, and just did my own work. He eventually got caught out, after he tried to get me to wear the shit for all his inabilities. Document everything, so at least you will be able to provide evidence of how incompetant he is.
      It may mean to the detrement of the team initially, however, it will work out in the end.

      Not sure if speaking to the new manager will help, it may put him offside, and give him the impression that you are a whinger and do not like being managed.

      It will be hard, but you never know, if you play your cards right, you may get the role.
      Good Luck.

    • #3278183

      Been there too

      by csandy1 ·

      In reply to Fed Up!

      You have my sympathies! Add to that the fact that I am a woman working at a “guy’s” job as network admin. Document, document EVERYTHING you do and always copy your manager’s boss with emails regarding what you have done – forget being a team player, make sure you let the powers that be know what YOU have done! Then let it go and just focus on doing your job the best you can!

    • #3278162

      Writing on the wall

      by luz.c.cummings ·

      In reply to Fed Up!

      It sounds to me that you are ready for a change – it depends on how much you want to stay with this company. You could just take the learning experience, add it to your resume and look for another place to work. If he has been at that company longer than you have, chances are that there are links you may not be aware of. I wouldn’t worry about getting someone fired but instead of securing a better job, working environment and co-workers for myself.

    • #3278155

      Bad manager

      by jekoski1 ·

      In reply to Fed Up!

      You need to document the problems, what was done and what should be done to correct the problems. Go on vacation for a week or two and if they dont call you back, mabey it isn’t as bad as you think. If they do call you back take your information one or two levels up the lader. and ask to be put in charge of your dept.

    • #3278128

      Just move on!

      by kim sj ·

      In reply to Fed Up!

      The boss of Hertz once gave the advice:

      “Every six months, ask yourself “Am I appreciated?”. And if the answer is no, move on!”

      But the flip side of that coin is that you must also look inwards: ask yourself “*Why* am I not appreciated, and what can I change in my next job to avoid a repeat performance?”

    • #3278035

      bigger problem

      by bigbigboss ·

      In reply to Fed Up!

      First of all, it is not worth your headaches and stress to straighten out the manager, or the company.

      You need to assess whether you have the trust of your boss’s boss. If you do, you can go to him to spill your guts out. If you don’t, just move on.

      This kind of problem is bigger than what you have observed. If you boss can fool your boss’s boss, your boss’s boss is also incompetent, and so is your boss’s boos’s boss, and so on. Or your company is not organized correctly so that the managers don’t actually have time to figure out what their underlings are doing, much less whether they are doing it right.

      It is very, very, very difficult for a person in the frontline to fix a systematic problem in a company. If your boss’s boss knows your and trusts you, you have a small chance. But be careful, because you are also complaining about him.

      • #3278013

        Support those appointed above you.

        by gil ·

        In reply to bigger problem

        Regardless of how much work you do or what you know. You were hired to do a specific job or fill a particular role in your organization. Spend you time finding out how you can support the manager and the goals that he’s been tasked to achieve. You will find out that as empowerment is passed to you you will be able to do your job easier and with less stress. Remember as the worker you dont necessarily share in failure, Be thankful for now;it s his head that will roll. It does not matter what he knows he has the job and you work for him. If they are intelligent people upper management will realize your worth in time. You will also appreciate this point of view when its your turn to sit in the big chair.

      • #3277912

        Not quite spill

        by prefbid ii ·

        In reply to bigger problem

        I recommend that you don’t necessarily “spill your guts” to the boss’s boss, but at least make it a point to talk to him.

        A slightly better method would be to keep track of what is going on under the guise of “trying to improve your own performance.”

        In this method you only need to track things for a set period of time — possibly just a month. Keep a log of the date and event and what went wrong or right. Make sure you keep track of your own mistakes too — otherwise it will look like a boss lynching. I recommend a 3 column log of date, what was supposed to happen, what did happen. Your entries should end up looking like:

        1. 8/1/06 – 8:00 Meeting — Joe did not show, had to reschedule.
        2. 8/1/06 – CPU upgrade on Sys 3 — Downtime announcement did not go out. Joe was going to do that. Had to do emergency procedure. I forgot to tell Help Desk. Completed 5 min early anyway.
        3. 8/3/06 – 4:00 Meeting – Started on time. Joe was late and insisted on starting over. Ended up looking unprofessional.

        At this point you can “analyze” your problems. You can even “hide” your boss’s name out of the analysis. (replace with and XX). Either you can make the boss’s boss “pull it out of you” or let him figure it out (it will probably be obvious).

        Just remember that “boss lynchings” almost always backfire. It has to come across as seeking advice on how to deal with the mysterious Mr. XX. You are just trying to learn how to tactfully get someone else to take you meetings and tasks seriously.

    • #3278020

      Listen to your heart…

      by stephenh ·

      In reply to Fed Up!

      Hi Poor Soul,

      I was in your shoes before. I guess it happens
      more than we realize. You need to get the $#%^$$
      out, and look some where else. Then, step up to the plate and say what’s on your mind before you leave to move on to your next job.

    • #3277974

      Problem people are everywhere just make sure u can pay your bills

      by tony.griffin ·

      In reply to Fed Up!

      If the incompetence is to the point where you fear for the loss of your job then you need to go ahead and start looking for a new job so you can at least be on your way when the hammer falls. If you’re that stressed out then looking for a new job sounds like a good idea anyway. The important thing about any job isn’t so much about the happiness factor (which is nice and lasts a little while depending on who buys your company next) but to make sure you can pay your bills. If corporate turns a blind eye to incompetence you can’t control that no matter what you do without risking your own job so my only advice is be ready to save yourself. Then when you’re ready you can try to get the mangement there to open their eyes if they’re receptive. If not tell them bye

    • #3277906

      been there

      by bethernet ·

      In reply to Fed Up!

      There are bad managers everywhere. I had a similar manager who was absolutely impossible to work for. It got so bad that I was having panic attacks on the way to work. I’d already experienced a variety of bosses, some good, some bad. This one was the spawn of Satan. Documenting is a MUST, but there is one other very important thing. Get the other people who report to the monster to document too (assuming they feel the same way you do). Present a united front to the manager’s boss, and you will be heard. One person lodging a complaint isn’t very effective because you can then be seen as the problem, as somebody here already mentioned. Uniting and presenting our documented case to the manager’s boss is how we finally got rid of our horrible manager. The replacement wasn’t the greatest, but he was tolerable. That alone was a major improvement, for the whole department (even the users were happier) as well as my own mental health. If my co-workers didn’t feel the same way I did, I definitely would have moved on.

    • #3277883

      Make a bid that he can’t match.

      by silverbullet ·

      In reply to Fed Up!

      It is not going to be easy. If you have no other support in your department, and/or you are the only resolve that the company has for the holes, give your two week notice, pull your fingers out, standback and wait for the telephone call. Be sure to express everything in your exit interview along with the desire for the company’s success. I personally worked 7 years in an alike situation, I now call all the shots as a Consultant, incorporated, making 4X the $’s.

    • #3277815

      State Govt Idiot

      by myke.devlin ·

      In reply to Fed Up!

      All this may be a little off the subject. If you are young enough and good enough, you can work anywhere. Don’t get stuck with an organization that does not appreciate and respects you. Move on…

      I just got over a bad experience with State govt contract job. I worked there for almost ten years. I was a field rep for DMV, driving 1000 miles a week(Always in a hurry). You just don’t make waves. It was very stressfull. In 2003… I had heart surgury (triple by-pass). I finally realize the job was killing me.I stayed because I’m 50 years old. I have been doing this type of work since 1983. I loved the job. I saw different people every day. I worked out of my house. The problem was always there was no support from HQ. No parts, No communications, blind sided constantly. any reuest went to a black hole. My so called manager never returned phone calls even when I had an emergency. I finally I stopped calling him and started calling other areas to get help/answers.
      OH MAN…He did not like that. It exposed him for the incompetant manager he was. I did not intend for that to happen. I just need help. When he did call, he would tell me one thing and then sneak in my locations and say another to my customers. He would expose me and then ignored me. To say the lease the job was a challenge.

      Well finally I released myself in Sept ’05. Taking a sabbatical so to speak. I am still not working (July ’06) I am a little gun shy now and besides, who needs a 50 year old guy no matter what the experience. I was told that I care too much about the job. But I blew that offto state govt attitude.

      Anyways, I guess my thrust is you got to have team work. I feel in the IT business, teamwork is the most important thing. Your manager should take care of the personell stuff and designate a team leader. Regularly scheduled meetings are important, especially for field personel. Brain storming meetings can be fun and a learning experience for the less informed.

      sorry for any misspelings

    • #3277780

      Risk Management

      by birgirsch ·

      In reply to Fed Up!


      To resolve such problems as these you’ll need to change in to the business suite and discuss with the upper level management such issues as service delivery, availability of critical business processes and crucially risk management. Only by discussing these things with the upper management can you hope to get some resolution on this issue. It will not be in your interest to complain with the same old chewed up peace of verbal diarrhoea, “My IT manager doesn?t know the difference between POSIX and POSTIT there for he’s incompetent.” That will only make your position untenable versus being only unbearable today. You’ll need to convince the business management that it’s not in the interest of the business to continue on the same track and for that you’ll need documentation. Put together cost estimates of unnecessary overtime etc. downtime that could have been avoided and its business cost (ask your CFO for estimates on the cost per hour for unproductive time for example if all IT systems are unavailable). Always use numbers that the business has already accepted (company accounts or numbers from the Finance department) tell them you are working on a business case or something. In fact you have to work on a business case and present that to the management and remember to give them at least two or three customisable options to pick as replacement strategy. Do try to anticipate what the IT managers defence will be as he’ll fight when cornered and possibly strike out at you personally so as you are probably not a St Martin of the holy order I would look at contingency planning and at least have some sort of defence strategy ready.

      Sample replacement strategies

      Combine top level IT management with another bigger department
      Simple personnel replacement
      Serious allegations should lead to gardening leave and an in-depth management review
      Assign a business Mentor to the existing manager (this would usually drive him to leave)
      Promotion of existing staff
      Promotion of existing staff with a business Mentor and careful oversight

      Best regards and good luck

    • #2539504

      Send me your resume’ (Not many holes here but need a toe or two)

      by ted2634 ·

      In reply to Fed Up!

      Clearly frustrated by something. Most likely competant. Rotten environment giving IT a bad name. Where are you?

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