Confused by the question, Rodney carefully considered his response. “Are you here to complain, or are you here for clarification?” the question posed a potential disaster. Which indeed, he pondered.

If his presence was due to a complaint his friends would be implicated in a devious plot. If it was due to curiosity he could be accused of lacking skills and information; both deficiencies were detrimental to the organization. Which direction did he want to go? What were his intentions, have they remained honorable?

A flashback review of activities for the past year following acceptance as director thereby assuming responsibility for administering the department indicated at the time he accepted the challenge those responsibilities were nebulous. In retrospect, he neither knew the responsibilities nor did he have an unshakable intent to fulfill them. Only the title, Director, and the associated pay check were important. Unfortunately, he missed the clue when asked, “Do you know what you’re getting into?”

The department, once thought of as a service center, became a profit center according to the latest quarter’s figures. Though highly touted by management, there remained the irritating grumblings of a dissatisfied and disenfranchised staff. Changes that increased efficiency were interpreted as diminishing quality. Changes attacked insecurities. Duplication was commonly practiced for some procedures so as to prevent time loss if the procedure failed on first attempt. Rodney’s response to the complaint regarding discontinuing the duplication was, “Don’t let the procedure fail, stop planning on a failure.”

Setting in the office of the Chief Executive Officer reminded Rodney of his grade school experiences setting in the principal’s office. In those early days he felt lonely and insecure. Today he once again sat before “the big guy,” but there was a difference. They were not alone. Mr. O’Neal, as was common, was accompanied by Ms. Goodrich, the Corporate Human Resources Director.

“Before you respond,” Mr. O’Neal interrupted Rodney’s thought process.”Let me share a personal bit of information.” Certain he was about to lose his job, Rodney sat back in his chair, took a deep breath and slowly exhaled. He regretted having requested the meeting, though he felt certain his dismissal would be no sooner than planned just because he was here. Why else did Ms. Goodrich attend the meeting?

“I have been where you are,” the Executive began. “There are two responsibilities in each of the positions we have here at this or any other company. One of those responsibilities is quite simple. All one must do is apply common sense. That’s the technical aspect. It offers little challenge if one is properly prepared...education is the key element.”

“The second responsibility is far more difficult; it cannot be prepared for...it varies with each subordinate within the team. The variability, itself makes anticipation impossible. One has no way to train for a proper response to an unknown stimulus. That is why, Ms Goodrich accompanies me at every meeting where company policy might become the issue.”

“You have shown remarkable skill with the technical component of your job. But, like me, you fail to anticipate and respond appropriately to your subordinate’s reactions. I am certain you are aware of the verbal discontent expressed by many of the long-term employees in your department. That is not entirely your fault. People tend to become comfortable with the status quo. Teetering that comfort is a dangerous maneuver, though often necessary... Have you read, ‘The Prince,’ by Machiavelli?”

Rodney had read the classic instruction manual. Mr. O’Neal’s question was more disconcerting than his original inquiry. Was he suggesting termination of several members in his department? “I requested this meeting for clarification,” he responded without pause.

“Good, then I propose you continue your managerial role as you see it. Do not concern yourself with ‘water-cooler gossip,’ just remain cognizant of company policy.”

Rodney left Mr. O’Neal and Ms Goodrich with a clear conscience and confident he had their support. Head high, chest out he walked back to his office while mentally preparing his presentation for the next Department Meeting.

By Robert L. Scarry

From: United States

Twitter: usnavy1990bob

Facebook URL: https://www.facebook.com/Robert.Scarry.3