This blog is all about the public sector and my thoughts and viewpoints as a public servant. It's my way of venting and interpreting things through my reality. So, rather than sit quiet and let it hit the fan, I decided its time to put people and departments on blast. It's my therapy. Its unabashed, unabridged and uncensored. It's all real. Read and find out. You may be enlightened, disgusted, impressed or indifferent. You decide...

Thursday, July 21, 2005

Invisible

Is it better to be invisible and out of sight out of mind ....
or is it better to be known, scrutinized, and critiqued?

I ask this because usually those that advance are those that are visible, vocal and vibrant (had to use an adjective with a "v").

But what about those that do a good--no, great--job? What about the worker in the next cubicle that does not get involved in social settings at work, gossip or other social aspects at work? What about the worker that comes in for eight hours, takes an hour lunch and then goes home? Should he or she be penalized because of not being visible or social?

How do we know that this person does not want to move up or advance? Is it fair to assume this?

No it isn't.

But does it happen.

Yes. It does.

Sunday, July 17, 2005

Im back...

Sorry about the hiatus but I needed some serious rest and relaxtion from school and work.
So now that I'm all rested I must get back to reality ...

Besides the numerous emails that I received when I was gone and problems that were arising in the workplace, there seemed to be a dark cloud brewing over territory and jurisdictional lines here where I work.

So the question of the day: How do you manage ego?

I ask this question because ego, self interest and power seem to be affecting work performance and altering the atmosphere in the environment. Everyone in power has it. A good leader hides it and brings it out at the most opportune moment.

But the real trick is knowing how and when to use it.

Ego should be managed. The leaders above should put a stop to ego because it ultimately looks at self-interest. If there was something that could be done to make the work or morale better but that something is not within your unit or jurisdiciton, then the suggestion or recommendation should at least be considered, right? For example, if there was a procedure that could be changed that make filing or work flow easier, wouldn't it be in the best interest to consider that procedure---even if you worked in another department? Consider this a freebie, an easy solution to an easy problem. Sometimes you may not see it and it takes an outsider to make the analysis. A big ego would prevent outside opinion from entering his/her unit especially if the leader felt threatened or unsure of your motive for assistance.

Oftentimes, ego comes into play because that leader wants to be in control and have all the power. Part of the reason why opposition occurs can be because the leader really is not in control of his/her unit and does not know what the line staff really does. Think about it. An outsider providing a simple answer to a simple problem. Do you see where I'm getting at?

A big ego can wield a lot of underserving power. That is the easiest way of hiding and convincing staff that you know what you are doing.

Now the back to the question...how do you manage ego?

Very carefully.

My approach would be to always include the leader with ego in the decision process. Work towards establishing trust. If establishing trust is pushing it...then work toward being or assuming a non-threatening role or stance---even if this means letting that leader take/share credit for your ideas!

If ego isn't managed or addressed in the workplace, other egos may evolve and then you will have a whole lot of chaos going on......