Thoughts on management

Those of us who have worked in the corporate environment have a unique perspective on management and the bureaucracy of a large corporation. It's what makes the comic strip Dilbert funnier for us than for other "normal" people. You just don't understand the humor until you've worked in a cubicle with a plethora of managers looming overhead.

One thing that always baffles the worker bees is how particular people ever make it into management positions, especially upper management. There's always that person or persons that just doesn't seem to have a grip on how to lead or run a group of people. It follows the Peter Principle: The theory that employees within an organization will advance to their highest level of competence and then be promoted to and remain at a level at which they are incompetent.

Well, through my ECHP (Early Career High Potential) experiences at work I've been exposed to some situations that clear up the issue. I was labeled as a "fast-tracker" in the ECHP program because I excel at my job and exhibit leadership qualities (fools!). The idea is that young people can be groomed into becoming tomorrow V.P.'s & CEO's. I've been provided with trips to headquarters, special training opportunities, special project & job opportunities, and fantastic support from management. It's great, I've got to say. I've been very impressed with the level of commitment from the company.

What I've noticed through all of this is that the 16 of us designated to be in this program can't really go wrong. You'd just about have to burn the place down to ruin your career. That's not to say that you can't opt out of things, but if you want to advance you can.

Therein lies the problem. There are 16 young people who have been fast-tracked to be leaders. There is no way all 16 of us would make good managers. There are many things that go into being a good manager that just haven't been seen in us yet. Unfortunately, no matter what we're all guaranteed to be a manager if we want it.

Take myself for an example. I'm a techy and I'm pretty darn good at being a techy. I can write computer programs and do math for just about anything you want. I'm actually decent (for an engineer) at giving presentations and talking to people as well. However, being a good techy doesn't mean that I would make a good manager of people or the business. I could be a complete goon when given the reins on the company. Who knows?

What's my point? Well, it's just becoming clear to me how bad managers make it to their position. It really is a manifestation of the Peter Principle. I don't mean to say that my managers are bad. Actually, I've been really impressed with our North-American leadership as well as our leadership here in Indy. I think it's kind of interesting, that's all.