Journal Em Emalb's Journal: I can see it now 14
Mr Emalb, your 2 o'clock is here.
Ok, send them in.
Beautiful day outside isn't it?
I don't know, I'm in a windowless hell hole.
Great!
So, how much software would you like to buy?
None.
Great! 500 it is!
No, none.
Great, 500 it is!
Great! 500 it is!
*BLAM* *BLAM* *BLAM* *BLAM* *BLAM* *BLAM* *BLAM* *BLAM* *BLAM*
Mr Emalb, your 2:05 is here.
thanks, send them in.
So... (Score:3, Funny)
Re:So... (Score:1)
Currently on the engineering side there are no defined steps for moving up in the world.
On the management side, there are tons.
I think I'd make a great pointy-haired boss. (Especially since it's actually pointy in real life)
Won't happen til next month though, if then.
You know how _Large_southern_telco is wrt to doing things.
The last and most important note is this.
I've spent 10 years now doing networking. Coding interests me about as much as watching paint dry. It's time to move up and on, or
Re:So... (Score:2)
Re:So... (Score:1)
You'd better get a bigger gun.
Shouldn't that be (Score:2, Funny)
Re:Shouldn't that be (Score:1)
I like the don't blame me thing going on.
So, in effect, it's Mr Blameless.
Re:Shouldn't that be (Score:1)
NOOooooooo (Score:1)
Well, maybe it's not that bad. My brother Dan does ok in it.
P.s. Lameness filter for "Too much repitition"? Come on!
Problem is... (Score:1)
And again.
And again.
Like the insurance salesman in Groundhog day.
More like this: (Score:2)
EE: Em Emalb, Dept Head
PK: Em! Whassup ol buddy? This is Pu Kcuf in Finance. I have a meeting in the morning with Daddy, he's going to want to know where we are on the McKinsey project. Where do we stand?
EE: Well, like I said 2 minutes ago, I'm waiting on some resources to be released by HR so I can get the scut work done.
PK: Geez, do they ever do anything over there in HR? Did you check out the new talent in reception? I hear she's a lesbian, though... C-ya
[click]
(reading slashdot
Re:More like this: (Score:1)
Here's a nutshell version of Em's management style:
Never tell someone to do something you wouldn't do yourself.
Treat everyone the same.
Never say you can do something you can't. When you do say you will do something, do it.
Don't spread the blame around unless it needs to be, or someone is playing corporate lackey games, and smearing your name.
Be honest. Brutally honest.
That's pretty much it.
I hate corporate politics. I don't play games. Everyone knows this. I
Em does not yet rule the world (Score:2)
Treating everyone the same is a mistake. It removes their incentive for anticipating your needs. Not favoring people based on non-performance issues is a no-brainer (this is why you don't want friends as employees), but treating everyone the same is a abrogation of your duties as a leader. This is how you prepare people to take your
Re:Em does not yet rule the world (Score:1)
Management involves telling people to do things you can't do yourself. They will assume you're telling them to do it because you won't do it yourself. Welcome to the show.
I agree. What I thought I said (caffeine anyone) was this: Never tell someone to do something you wouldn't do yourself. I don't have the time or patience to do everything that needs to get done, but I will not tell someone to do something I wouldn't do in the same situation if I was
Re:Em does not yet rule the world (Score:2)
I understod that, what I was trying to warn and prepare you for is the fact that the diligent practice of this is not going to matter to anyone else as much as it does to you. People make these