I covered the Christmas cards in my last note here, as well as taking the time off around the holidays -- but I haven't actually covered the events that led up to all of that, nor have I mentioned our actual plans for the holiday times -- so I wanted to backtrack a bit to fill in some gaps.
I'll start by saying the past few weeks at work have been brutal. October and November are always at least somewhat hectic, but these past few weeks have been, at times, downright hellish. Part of it is that we're training a new support team based out of Mexico, part of it is that this is the time of year where our clients experience a lot of planned maintenance outages, part of it is that it's "peak ordering season" when new services get turned on and old ones get turned off or transferred, and...part of it is personnel-based.
Let me explain.
My director (read: my direct boss) has been out of the office a lot over the past month or two. He is currently expecting his first child in March with his wife he married over the summer, and he is quite active in the gaming community, so there are always events that he attends/hosts/travels for. There is but one night a week where his coverage overlaps with our other director -- that night is Monday. Any other nights of the week when he's out of the office, planned or unplanned, if that other director is not there covering for him (a rarity), I become the program director for the entirety of operations between 10pm and 7am.
That's a good thing, right? You might be saying. You've wanted to be a director for years and at this juncture it's one of the largest reasons you're still working there. Time to prove yourself, right?
Well, yes and no.
Look, I've soaked up paycheck at my current job for almost a full decade. In that time I've been promoted twice (technically, three times) and have received four raises -- two of which have been substantial. I make around $17k more per year there now, roughly, than when I started in 2014. I am still grossly underpaid for what I'm worth and for what I do for that program, and most of the people who work under me have stated time and again that if that place didn't have me, everything would absolutely go to hell very quickly. On occasion, I've been able to get the people far above me on the paygrade ladder to admit the same thing. I don't want to sound arrogant about it nor do I want to overstate my contributions to the program, but I'm very close to reaching that point in the job where I -- with my knowledge base, experience, people skills, and reputation with both local and corporate leadership -- will soon be irreplaceable if they want the program to continue running as it currently does.
That puts me next in line, honestly, for the next time a higher leadership position opens up. The other director of our program has gone into high school teaching, trying to juggle both his current position doing that with his position as director over the weekend shifts, and my own director has become so jaded and fed up with the program that he's outright told me he's not going to sell his soul to it anymore. With the upcoming birth of his child, he's likely not going to stick around much longer, as he can't be a devoted father doing all of the father-things when he gets calls at 3am for dumb bullshit or has to work 14-16 hour shifts because someone on the dayshift -- hours before either he or I would start work for the night -- fucked something up so badly that C-level executives get involved. Someone has to be left holding the proverbial bag, and at the moment, most of the time that someone is him.
Yeah, I'd be sick of that too.
So, again, I wouldn't be surprised if you're asking well okay, Brandon, why the fuck would you want that?
I don't, at least not that level of bullshit. I've worked for multiple directors at my job -- with my boss just being the latest in a decent-sized string of them -- and at my level of experience I now know how, and when, to put my foot down without it being trampled over. Most of the time. Far be it from me to tell other people how to do the job, but it's all about setting boundaries, resetting expectations, and knowing -- vocalizing when necessary -- what your responsibility is and what it is not. Some people are really good at that and others are really, really bad at it. Some folks are good at the technicalities and fail miserably on the personnel issues, and vice versa. Some folks can't say no or delegate tasks, believing everything is on them to personally own and accomplish. I've mentioned all of this here before.
Yeah, I'm not one of those people; I know and understand my duties and responsibilities and what they encompass and what they don't. I see the bigger picture on things, I handle personnel issues with grace and class, and I have no problem instructing, delegating, or outright dictating what needs to be done and how/when it needs to happen, and I know how to do it without being a condescending dick. This is just who I am as a person. People think you need some sort of innate "leadership qualities" to be a good leader or to manage people -- you don't, you just need a brain and need to be able to use it.
That all being said, my boss is not a bad guy. He does handle quite a bit and is decent at most aspects of his job. I've known him as long as I've worked there and I encouraged him to apply for the director position when it became available, because at the time he was absolutely the most qualified to lead the program. But I can also see what it's done to him over the course of the past five years he's been doing it. I don't fault him for it; I think he's done a fairly admirable job -- again, most of the time -- with the situation he's in. He has indeed failed in his endeavors many times and has made many egregious mistakes over the years, made the wrong call, said or done the wrong thing, or has otherwise shirked a responsibility (or many) that he absolutely should not have. And that tends to be what people remember.
I remember my former executive director, many years ago, telling me that one of the reasons he knew I was good at my job was because rarely did he ever see anything of mine cross his desk -- because he knew I was on top of it and handling it. But, similarly, again, he rarely saw anything of mine cross his desk because nobody ever said anything good or bad about my work ethic.
I told him, at the time, that if anyone had any problems with my work he would absolutely know, and the fact that he rarely heard anything good about what I did sounded like a lack of appreciation and gratitude from the parties involved whose proverbial asses I'd saved from the fire.
Or something along those lines, I'm paraphrasing. I may have said those exact words -- that executive director was the kind of guy you could be blunt with as long as he knew and respected you.
That is, however, a microcosm of the work culture in that place -- never get appreciated for all of the good one does, always be remembered sourly for anything one screws up. It's one of the many toxic things about the work environment in which I am employed.
I will say that the gratitude and appreciation has increased immensely over the past few years, and it's likely increased tenfold from most levels of leadership since we've become work-at-home employees. I have been told that I am like the "Big Papa" (their words, not mine) of the team because I'm like the overnight team's father figure. My primary team lead, as an aside, is very much the "team mom." Yes, I know, the positions and dynamics are confusing. However, in that role that I frequently fulfill, I am generally the first person people come to talk to when they're experiencing problems or aren't getting along with (to put it mildly) their management, other agents, or the daytime/evening teams. Sometimes this is fine, and other times it puts a burden on me that I do not want.
But Brandon, you may be saying, probably more than once now, you are there in that role, in that position, to do exactly that. You want to become a director? Knowing how to handle stuff like this is part of it. And you'd be right, and I do. But that doesn't mean I have to really enjoy it.
About two weeks ago, one of the agents under another manager came to me to report that she was basically being bullied by her boss. Her boss is my peer, so I can't really "coach" him directly. She described scenarios when she would ask other people for help -- namely me -- instead of dealing with him, and he would blow up at her about it and basically treat her like trash because she should have been coming to him first with any issues, as he's her manager -- not me, not anyone else.
You know, I do see his point. I do. Do I agree with his actions? No, of course not.
As managers we're there to help anyone on any of the teams when necessary. We oversee, we manage, we assist and we lead. I don't care who comes to me for help because it matters not -- if I can assist, I am going to do so. I'm never going to refuse to help a struggling agent just because they don't report to me. I'm sure at times my own agents have gone to the manager in question for assistance when I've been busy or when I've not been in the office, and I am completely unaffected by that. Honestly I'm glad they ask for help when they need it instead of being prideful, keeping to themselves, and screwing something up.
Anyway, this agent described to me several different specific scenarios where her manager had blown up at her for asking for help -- even if she'd asked him personally -- but mainly when she had come to me for advice or assistance.
"You just explain things better and in a way I can understand," she told me, via phone. "You have patience, you don't treat me like I'm stupid."
To be fair, this agent is not the best agent on the team but she is far, far from the worst. And even the worst ones I don't treat like they're stupid -- I treat them like people, because everyone has different learning speeds and skillsets, and what may be easy for someone else to memorize or process isn't that easy for them. Our agents come from all walks of life -- for some it may be their first actual job. For others, they may have worked in office or technical roles for their entire careers and this job is just another one of those. I don't expect everyone to know everything or learn everything -- I've been there almost a decade and I still learn new things every single day, almost without fail.
"Does he flip out on you when you ask [the team leads, other managers, or anyone else] for help?" I asked.
"No," she said, "just you."
"Okay, so it's his ego, then," I said.
Mind you, her manager is my peer, as I said. I've always had what I'd describe as a good daily working relationship with him. We've never had any real disagreements, if he's ever said anything about me on the side or behind my back I've never heard about it, and most importantly, he himself never brought any of this up with me. Aside from a one-off conversation here or there from months or possibly years ago now, he's never been like "if my agents come to you and I'm here, direct them to me and I'll help" -- which is fine, well within his right, and I completely understand that.
And to be honest, there have been times over the years where I have done so, or my team leads have done so, especially if/when we're swamped or engaged on other escalations. There have also been times where all of us -- not just me -- have reported coaching points to him for his agents, including the one who was coming to me for help. This is pretty standard across the board -- my team isn't perfect either, and I get a fair amount of coaching point requests from other managers over the course of any given year (I estimate about 4-6 per year overall, generally -- it's not a lot). There are times I've sent that many to other managers in this place over the span of a week, so I think 4-6 per year isn't bad.
She went on to explain that his treatment of her made her apprehensive to ask anyone about anything, especially me, and that she didn't want to even take questions to him for fear that he'd use it as ammunition to get her fired (she's been written up several times for other things and has been on the edge of that cliff for a while). And that is primarily where my anger point was laid bare. That was not okay. None of it was okay, really, but when your employee actively fears you and avoids you? That's a huge problem.
Given my position and my level of authority in leadership, when something like this is brought to me I have the responsibility to report it up to my own leadership myself, if not directly to HR -- and to offer that option to the reporting agent herself as well. I've received directives on this in the past -- and the last time someone brought an issue like this to me, the offending party was very quickly fired. It seems to be the only real way to very quickly fire someone in our place of employment.
However, due to remarkably poor timing on the part of this agent (not her fault, of course) the night she brought this to me:
- My director was out of office on an extended vacation
- Our executive director was out of office on extended business travel out of the country
- Our secondary director would not return to the office for two more days
- Our secondary executive director had just had a new baby with his wife and was on his last real working day before he'd go on paternity leave.
This left me as the only actual person in any sort of management power in the place for several days on end. And it wasn't even real power, it was fake power -- a facsimile of power that would go away once the real leaders came back. And of course, that bothered me to a certain extent, but I was the acting director on shift and titled as such during this time, so it was my job to do something.
I laid out a plan with the agent where I would discuss it with my direct boss, then she could discuss it with him as she liked, or one or both of us could take it directly to HR. She shied away from the HR option as she didn't want to do anything to jeopardize her job (despite the fact that I assured her it wouldn't), and she also relayed that it had taken a lot for her to even bring it to me. I told her I understood that, but it didn't negate my duties to take it up the chain. She thanked me, I told her I would let her know what I found out, and the discussion ended.
I sat on it for a day -- I didn't really have much of a choice. She had brought this to me at 6am -- an hour before I'm off shift -- at a time when nobody else above me was available to discuss and wouldn't be until the next night. The next night, when I saw that our secondary executive director was around and available, I brought it to his attention and told him the entire story (well, a Reader's Digest version of it, to be fair) and asked for his advice on it -- whether she needed to take it directly to HR, if I did, or if now that I'd run it up the flagpole, it would be dealt with at a higher paygrade than I am. I was informed that all options were viable ones, but primarily now that I'd taken it higher up, it would be dealt with and was essentially out of my hands. I was instructed to document the entire story in a detailed, very lengthy email to both executive directors as well as my own (which I did) and they'd take care of it. I made sure the email had been read and acknowledged after I sent it, and when we returned to the office after the weekend I made sure to let the agent know all the actions I'd taken on it and to reassure her it would be dealt with.
And then I never heard anything else. Whether they "dealt with" the problem or not behind the scenes, I don't know. I haven't noticed any changes in the mood or dynamic of the overall team, my working relationship with the manager in question seems normal, and I never got an update from anyone above me whether it had been discussed and handled. Truthfully, it's not my business if it has been or not -- on the record I have done my duty -- but it would really, really bother me if it just got swept under the proverbial rug in order to not make any waves, because I've seen that sort of thing happen far too often in that place.
So, there's that. And that's just one of many extra things I've been dealing with at work this month in addition to all of my other daily duties and tasks. Granted, it's much easier to do it all from the comfort of my own home, but it doesn't mean it's not stressful overall.
Next time -- we'll cover everything else happening in our lives....