The Project: What’s In a Name?

All about me

This is the first in a set of articles detailing some of the management behaviors that took place while a certain department was working on a very labor-intensive project.  This won’t be detailing the project specifically, but how management handled the stresses on the department resulting from the project.

The department was several weeks into the work on the project, and the strain was showing on everyone.  People were working insane hours trying to get their project work done while getting their regular jobs done as well. People putting in 50 to 80 hours a week was becoming typical, and there was no end in sight.  Nights, weekends, and holidays were being taken up by project work, as were the notes from supervisors as to why a certain regular work task wasn’t done.  The silent reaction to that kind of demand was usually, “You are kidding, right?”

Many looked to the office of Sarah.  Claiming she was ‘swamped’, she had not volunteered to take any burden off of anyone regarding the project, though she had hired a temp or two for some of the tasks.  While the staff was appreciative of the temps work, they also looked skeptically as Sarah’s claim, as they were all swamped with work even before the project.  Now they were simply overloaded.

In the midst of this, Sarah had decided what her major area of focus was going to be.  She needed a new title.  Claiming her present title didn’t sufficiently convey the importance of her role, she had gone on a campaign of trying to change her title to something more appropriate.  As the machinery of this involved some of the systems that she was in charge of, she would appropriate some of the time of the people of the department to make this happen.  It didn’t seem to matter to her that her people were already beyond their capacity.  This was important to Sarah, as it would give her the title she so well deserved.

So, it came as no real surprise when a member of her department, involved in getting testing done before the deadline later that day, opened her mailbox to see a note from Sarah designated as high priority.  Opening it, they saw all the approvals necessary for the title change had come through and that Sarah had to have it officially put into the system right away, or, in Sarah speak, by end of day.

Dutifully, the employee of the department closed the testing they were doing, opened up another system, and entered the information to officially change Sarah’s title.  After saving that information, the employee looked at the clock and saw that, with the time used for that ‘high priority’ task, they would now have to stay late, again, to finish the testing for the day.  Otherwise, they risked a note from their supervisor or from Sarah herself scolding them for not getting this done, causing someone to call her and ask why the testing wasn’t done, and suggesting they really needed to manage their time better.

“Yep”, the employee thought to them self, “I now feel so much more respect for Sarah now that she has this new title.”  The employee looked to Sarah’s office.  She had decided to leave for the day, probably claiming that she deserved the time off for all the work she had done that day.

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