Inspired to Talk About Teamwork

I've stolen this teamwork graphic from Ms. Pink Slip's blog, which is a blog I like to visit not only because of its entertainment value, but also because unfortunately, I can generally relate to it.

At any rate, the tagline reminded me of a ridiculous rule at my company that I will never understand.

Every quarter, each department is required to set goals. A few guidelines for these goals are as follows:

• Must be able to accomplish the goal within the upcoming quarter.
• At least one goal must be a "great goal" with significant financial benefit.
• Goals should involve efforts from the entire department.
• Departments cannot share the credit for their goals with other departments.

Allow me to elaborate on the last item. Despite the fact that most goals of real significance (i.e. the "great goal") will require some collaboration with other departments, only one department (generally the one that thought up the goal idea) is allowed to take credit.

General interpretation: Quality teamwork is discouraged.

So here's what tends to happen...
The 20ish departments each have their own unique "great goal," most of which require the cooperation of other departments in order to be accomplished. As a result, there is an unnecessarily high level of constant change and confusion due to employees trying to implement so many different goals...both for their own department and others. Total lack of focus.

Furthermore, since a manager is only held accountable for the completion of their own goal (and their efforts for the others to which they contribute aren't officially recognized), they'll often put the work their doing for other departments' goals further down on the priority list. And since everyone is doing that to everybody, all departments struggle to get their goals accomplished on time. Not to mention the fact that this entire situation prevents most managers from suggesting a goal of any real magnitude.

Imagine if managers were encouraged to sit down together to define quarterly goals as a larger group. The end result would be more efficient implementation, greater outcomes, and probably goals of more significance to the company as a whole.

On a positive note...I've heard that this "no goal sharing" rule might be abolished for next quarter. I guess enough of us have finally spoken up and presented our points.

Nothing to Complain About

The purpose of starting this blog a few months ago was to provide me with an outlet to rant about work. Something therapeutic I should have started doing a long time ago.

Since changing positions, I haven't been inspired to post anything.

Not only do I LOVE my new position, but I also get along wonderfully with my new work group. Instead of coming home with stories of the unbelievably annoying things that happened throughout the day, I come home with positive reports about a stimulating project or a congenial colleague.

But while I may be experiencing a dry spell, this certainly isn't the end of this blog. I'm sure I've now jinxed everything with this post, meaning that it's just a matter of time before the inspiration is rekindled.

In the meantime, I'll just take in the moment.

Assumptions...I Was Wrong!

I was recently offered a new position within the company, which I have chosen to accept. It's an exciting opportunity that will make better use of my educational background and talents. And another plus - I will be responsible for a MUCH smaller staff.

In my current position, I'm responsible for multiple departments, supervisors, and their staffs. As a result, I pass the majority of my day tending to their needs and putting out fires...very little time spent on otherwise stimulating projects.

Before I can make the big move, my position needs to be filled. It's been determined that none of the supervisors under me have the management experience necessary, so our HR department would like to see someone from another area of management move into my role.

At our HR manager's request, I prepared a short presentation on what I do...which I was to present to a group of managers that she had rounded up. I assumed (and yes, I understand the dangers of assumption) that these managers knew why they were at this meeting and were, in fact, interested in my position. Only after I finished my presentation and worked my way through an awkward Q & A, dominated mainly by blank stares, did I realize that these managers had not been told prior to the meeting why they had been asked to come.

After I finished my talk, our HR manager stepped in and offered more explanation as to why they, specifically, had been chosen to attend. Instead of the interest and energy that I hoped this opportunity would generate (again, a hope that was based on the assumption that these people were interested in the job), there was an overwhelming sense of distress. While I don't think our HR manager intended it, the interpretation by most was that if someone from the group didn't step forward to fill the position, someone would basically be plucked.

Well, this should be interesting.