The Management Parade by Douglas E. Welch July 2, 1999 © 1999, Douglas E. Welch If you are currently working in the computer department of a large company or corporation you will see "The Management Parade" at least once in your career. This is the normal progression of events, especially in larger corporations where the regular staff remains fairly stable but, management, at all levels, changes quite frequently. This can mean you might have a new supervisor, a new manager, a new director and a new vice-president, all in the same year. In an environment like this there are a few guidelines to insure that you remain a spectator from on the curb instead of part of the passing parade. As the department turns Despite the disruptive nature of frequent changes some businesses feel they have to shake up their organization on a regular basis. Computer departments are especially hard hit. Every vice-president thinks they could run things better. . There are no accepted business practices regarding where computer departments should reside. This means that these departments can often be bounced from one division to another. In some companies the Finance department overseas technology, in others, tech managers have their own division and in others, each vice-president wants to set up their own computer departments. Bungi Boss As you might imagine, never knowing who your next boss might be can be somewhat stressful. It seems once you get a handle on the desires of one manager another comes in and changes everything. The tenure of these managers grows shorter and shorter as each tries to institute their own programs and remove those of the previous manager. All this happens before they are ripped out of the department to be promoted elsewhere or shown the door like all the rest. I call this the "Bungi Boss" syndrome. They fall from the sky, reorganize everything and then are gone while the staff is left to deal with the results. Protect Yourself Obviously, your most important goal is to remain employed. I am proof that it is possible to survive the "Bungi Boss" syndrome, at least for a few years. When I ended my 5 year tenure at a major entertainment corporation I looked back on 3 directors, 2 interim directors, 5 managers and a host of supervisors and had to laugh. Many of them had come and gone in relatively quick periods while I continued to move along in my career. There are a few ways you too can survive such a parade. Firstly, do the work that needs to get done. The people you actually assist will be your biggest supporters to management. If you make sure their needs are met you can help insure a long career. Fulfilling their needs can be a little difficult when the pet projects of each manager begin to flow but you must always remember that managers can come and go. Certainly do what the new manager wants. You don't want to be fired for insubordination but always keep in mind the bread and butter of your job. Next, help the new manager navigate the land mines that are sowed in their path by previous managers and other executives. I see increasing evidence that new managers, especially those brought in from outside the company, are set up to fail. Internal politics, poor budgets and a host of other problems face them the minute they walk through the door. Helping them get through these dangerous waters will allow you to effect policy and ease the transition for both you and your new manager no matter how long the tenure. Don't get attached As you might imagine getting too attached to your new boss, or your current one, could lead you to follow them out the door when the next reorganization occurs. Don't tie yourself too closely with the manager's new policies. If you agree with the policies, support them but always be careful of the political undercurrents that can threaten to sweep you away. You don't want to anger someone who might end up being your next manager or vice-president. Like every good reorganization (or revolution) throughout history, there is almost always a purge. Act like the Swiss and try to keep at least an appearance of neutrality. Whatever happens, try not to let the new manager disrupt your daily work life. Despite the belief in new programs and new paradigms the day-to-day work of a computer employee changes little over time. Keeping things running is always more important (to you and the people you support, if not your manager) than the latest pet project. Keep an open mind to new managers, paradigms and projects, but remember that managers and other executives are not necessarily here to stay. Douglas E. Welch is a freelance writer and computer consultant in Van Nuys, California. Readers can discuss career issues with other readers by joining the Career Opportunities Discussion on Douglas' web page at: http://www.welchwrite.com/ He can reached via email at douglas@welchwrite.com