She comes every quarter from Corporate and spends a week rummaging through everybody’s desk and at the end there’s a department meeting where she lists “goal enhancement opportunities” and somebody usually leaves in tears.
It would be fine if she actually understood what they do, but as the Senior VP of Management-Employee Disconnect – or whatever – her visits are unchecked power trips dripping with nonsense.
This quarter she arrived on January 2 which meant an early end to Christmas vacation for everybody.
They all spent the week making colorful graphs and charts from meaningless spreadsheets – someone figured out a long time ago that content isn’t important to her, but if you know how to click “format data series>fill>gradient fill” she’ll pant like a dog.
On New Year’s Day most of the department stayed at the office until past 10 then went out together and got solidly blitzed. Jason drew the short straw and had to pick her up at the train station before sunrise the next morning.
It became apparent early on that her focus this time was something called an “enterprise-wide desiloization initiative.”
“Process compartmentalization challenges our core imperatives,” she announced. “We’re evolving our platform to facilitate cross-mission force integration.”
(She’s enthusiastic about corporate jargon.)
She was armed with stacks of inaccurate, outdated reports and sat at everyone’s desk and asked how they drove internal-external partner engagement with their centers of influence. Frustrating conversations that only served to reveal her utter lack of operational understanding.
She actually said to Michael:
“I see that for December your ratio of source optimization in the departmental space decreased sharply on the 25th. Explain that to me.”
Of course he couldn’t, so the entire department got the assignment to identify the internal and external partners most impacted by process compartmentalization and develop a plan of action for transitioning the paradigm toward desiloed competency achievement. She wanted a spreadsheet with backup data. And graphs.
“And wouldn’t it be cool if we could track which day of the week we are most likely to properly flow-out unit implemenation?” she added. “Let’s build that into the matrix.”
Sixty hours of horse-apple work, due tomorrow.
No one was willing to remind her that a year ago, she declared cross-mission force integration inefficient and formed a committee to proactively mitigate the trans-pollination outreach realm.
Vivian was on that committee. She pulled up the spreadsheet they built for that project and with some deft “find and replace” work had the new document complete. She’ll hold on to it for a little while, change the colors on the graphs.
Meanwhile, they’ll all update their resumes and come to grips with the unhappy realization:
The Holidays are over.
(Custom-painted Model Power figure, Play-Doh luggage (read more), Walther’s Cornerstone Pella Depot, Kato Superliner.)