Posted on 01/26/2003 12:58:17 PM PST by OKSooner
Okay, gang, here goes: Exasperating problem with office politics and conflicting prioritites from management. Anyone got any free advice?
I'm in a position that we'll call "Senior Technical Analyst" working for an organization in the Public sector. When I was hired, I was hired because of my experience in the particular technical discipline involved. At the time, the hiring manager told me he expected me to "know it all about this system, even more than me.". That's not hard to do, given that I have about 20 years experience in the area and the manager involved had none at the time I was hired. Anyway, in the three years I've been working for this particular manager I've lived up to this expectation, in spades. Every project I've been assigned has been completed, and every problem I've worked on has been solved. Every question I've been asked has USUALLY gotten a straight answer. The way I see it, there's at least one problem...
1: The relationship between my manager and myself, and the "junior technical analyst"... The "junior technical analyst" was hired a couple of weeks after I was. The "junior technical analyst" (we'll call it JTA) Is about 10 years younger than me, MUCH MORE CHARMING, and BETTER LOOKING. From the get-go the JTA's demeanor was pushy, arrogant, and rude. To me that is. (Also reckless and inept from a technical standpoint.) To everyone else, especially management, the JTA was politicking as if running for some sort of office at homecoming or something.
Particularly frustrating is the JTA's technique of seizing the initiative in discussions. Any questions from the JTA are worded as follows: "AND THOSE ARE..." "AND THE REASON THIS IS BETTER THAN THIS IS..." "AND THE REASON THIS IS REXX INSTEAD OF CLIST IS..." (If anyone has some suggestions for an effective technique to short circuit this one PLEASE post it.)
As time progressed, proof of my competence became self-evident just as proof of the JTA's deficiency did, too. This has been noticed by all the managers in the organization EXCEPT my manager, to the point that the JTA was by default assigned about a year and a half ago to MOSTLY other responsibilities and I was left to get some work done. So far, so good, right? Now, the other responsibilities are probably going to go away because of another problem solved by me, and the JTA is looking to get it's mitts on the stuff I've been working on.
In my next major project, the JTA has already gotten to "the manager" and pled it's case to get involved in the project. This is probably within the JTA's rights, IMO, except the JTA just does not have the technical background to comprende what's happening in the project. Thus, a thorn in my side, a pain in my a$$, etc.
There's clearly a case of favoritism going on between the manager and the JTA. It's gotten back to me that the manager has made statements to the effect that "If (JTA) had the experience and training that (OKSooner) has, (JTA) would be running circles around (OKSooner).". I believe this statement defines the manager's agenda, that is that someday when he's in a position to make it happen, JTA WILL "rule over" OKSooner, if you will.
2: Conflicting priorities and expectations: So far as my relationship with "the manager", I'm having lots of cognitive dissonance over what I perceive as conflicting expectations. I know for a fact that "the manager" carries a considerable personal animus against me because I'm a KNOW-IT-ALL. I freely admit to this. (Hey, I'm a Freeper, right?) My position is that branding someone as a know-it-all is just a pejorative way of describing a person who is knowledgeable and effective in doing a highly technical job.
3: Now the situation gets really interesting. I've been appointed by the "Chief Technical Officer" to a special working committee that will provide guidance and make certain decisions regarding "Technical Architecture". Thus, for the first time in my tenure with this organization, I have access to responsible management and input into decision-making, rather than just the step-n-fetchit relationship I've had with "the manager".
Meanwhile, the "JTA" has expanded its charm offensive to include slumber parties and, well, now that it comes up, "girl's nights out" for everyone who is of the same gender as the JTA, (except the CTO's secretary.) What's up with that? The "Technical Architecture" team that OKSooner was appointed to consists of eight individuals, ALL MEN. I suspect that the next power play COULD POSSIBLY involve something along the lines of gender warfare within the organization.
I've asked "the manager", in writing, for a meeting next week to discuss the upcoming technical project, and long-term issues, between him and myself. Because "the manager" is a volatile, boorish man, I've asked another manager whom I respect to sit in as a mediator.
What am I looking for? First, a way to reconcile the conflicting expecations I'm getting from management. Senior management expects me to be knowledgeable and effective in doing my job, and to fully document and I believe within reason, to help develop other employees. "The manager" wants me to be knowledgeable and effective in doing my job, and to help him succeed as a manager. At the same time, though, to not hold JTA accountable for anything, or expect "the manager" to either, and to contribute to his agenda of advancing JTA in the organization. At the same time, "the manager" carries a considerable animus and prejudice against me because I'm a know-it-all. This animus and prejudice supercedes (To be fair, not always, only about 99 percent of the time) all affairs between myself and "the manager". This is the number one problem I want to solve, and I'm not optimistic about it.
What I want, number 2: I want to look good and to succeed in the eyes of the management of the "Technical Architecture" team, who are respectable managers.
What I want, number 3: Something to say to JTA to disarm the "AND THAT IS..." type of questions.
If you've read this far, thanks Freepers. I hope I haven't rambled too much. I'll accept and your advice with the caveat that it's my life and my career, and I'm responsible for how I live it and manage it.
My advice is dazzle them with your brilliance (and know where the bodies are buried). Other than that, keep your resume updated and start shopping it around. You could end up making a whole lot more somewhere else....
FMCDH
FMCDH
....boy, I hate to confirm I see a problem here, and while I have no experience in your field, I have enough life experience's to know that one charming female who appears to be KI$$ING the managers butt is going to go alot farther than a KNOW-IT-ALL STA no matter how knowledgeable and effective HE is.
....sorry I can't be much help, but I think you all ready knew the answers to your questions before you even created this thread
Also, your manager's boss needs to know that he is incompetent, for the good of the company.
Go into your upcoming meeting with a project plan for your big project and a status report for yourself. Also bring in a document listing your goals and objectives for the year and your plan (by quarter) to accomplish each of those objectives this year. A picture (in this case a report) in front of your clueless boss and the objective observer will be worth a thousand words.
Carbon copy your next level manager or someone else higher up on these documents so someone else knows what you are doing when trouble starts. You will need it with the bs that the jta is starting. cc someone else on your status reports. It's hard to document the jta's "charm" on a status report. Your accomplishments should be easy to document.
Good luck.
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