If You Want It Done Right, You Don't Have to Do It Yourself!. Donna M. Genett
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Название: If You Want It Done Right, You Don't Have to Do It Yourself!
Автор: Donna M. Genett
Издательство: Ingram
Жанр: Банковское дело
isbn: 9781610355001
isbn:
And, things were good, too, until Jones and James were both promoted into management. Their offices were on different floors, so they didn’t see much of each other at first, and, for a while, each assumed the other was, as usual, duplicating his own experience. But that was no longer a safe assumption. James began to notice a difference. And it wasn’t a little difference at that. Worse yet, it seemed to be growing!
You see, Jones consistently left home after a healthy breakfast and returned in time for dinner with his family. James’s schedule was nowhere near so regular. In fact, James’s Day-Timer looked like it had been in an explosion. He often skipped breakfast in order to get to the office a little bit earlier. When he got home depended on how many fires he had to put out that day and how deep things were piled in his in-box.
Not only that, Jones still did the things he loved; he played golf, made furniture, read books about the Civil War, took his kids camping. James, on the other hand, had so many things he had to do that he seldom had time for the ones he merely wanted to do.
For his birthday, Jones’s wife gave him a Hawaiian vacation for two. James’s wife was barely speaking to him, a fact that weighed heavily on his heart and mind.
Jones looked good—healthy and fit. Probably all that golf and sunshine. He still ran three or four times a week. When James looked down, he saw a pot belly, and he felt tired more than he liked to admit. The constant energy deficit had James hooked on coffee which he liked to think made him sharp but, in the quantities he was drinking, only made him edgy.
At work, Jones always seemed to be chatting and laughing with the people on his team, and he was involved in several company and community events. He clearly enjoyed mentoring others, giving his time freely. James didn’t have any time to give. Besides, even if he could have found the spare time, he didn’t have any spare energy. More and more, all he wanted was to finish the day and go home and crash.
James heard that Jones’s boss was a happy camp director. He certainly seemed relaxed and cheerful around the troops. Matter of fact, everyone in Jones’s department seemed relaxed and cheerful. No wonder. They were hitting and exceeding targets, cracking jokes, going home on time.
Sadly, James’s department was getting farther and farther behind. They weren’t meeting their goals. James’s boss was worried and vigilant, James’s employees were restless and grumbling, James’s family was, well, restless and grumbling, too.
James hadn’t been feeling too well either. Sometimes his neck hurt or his head ached, and he was beginning to feel hopeless about keeping up with Jones.
It didn’t seem fair. Like his cousin, James had always been a top performer. When he had only himself to worry about on the job, he could do anything he set his mind to. Now that he was a manager, not only did he have to get his own work done, he also had to see that his people got theirs done. The work had to be kept up to company standards, too. If it wasn’t, he had to deal with that. And, it was getting harder to get his people to cooperate. They didn’t seem to know what to do. When they did, it took them too long.
The additional workload of a manager seemed tremendous. He had reports to write and other reports to evaluate. Memos and professional journals to read. Meetings to attend. On top of all this, he had to do administrative things—performance reviews, hiring, firing, and, more times than he liked to think about, disciplining.
James had gotten wind of several complaints, mostly about his never being available, but also some that he lost his temper too easily. But, with his workload such as it was, he had little time to spend out on the floor and he was often so tired and so stressed that he would forget to use tact.
His boss said he should delegate more, yet every time James tried to pass some of his burden along to others, he ended up with more work to do, not less. The job wouldn’t get done right, and it would fall to James to clean up the resulting mess.
James had always believed that, as his dad used to say, If you want it done right, you have to do it yourself. But now, he was reconsidering the wisdom of this cowboy-like self-reliance. What happens when you can’t do it all yourself? When the job is so big it requires several, perhaps even many, people?
He had begun to wonder if the money that came with the promotion was worth the price he and his family were paying. Still, he didn’t want to lose the income or the opportunity. He felt paralyzed.
In his car driving home late one night, after again missing dinner with his family because of problems at work, James came to a conclusion. He had to end his paralysis and do something. Something different. Perhaps even something he’d never done before. Perhaps several things.
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