Bedlam balderdash Bureaucracy II
Continuing on from last week when we looked at some of the nonsense that takes place involving bureaucratic escapades, we look this week at the entitlement, the delusions of grandeur, and the undercurrents of bullying that play out. When one has acquired the highly coveted, the ultimately desired and the long sought-after position in the workforce, one should or would hope that the rest is a matter of performance, and self-evaluation with the additional value of getting the support and mentoring needed to ‘strive and thrive’. This sadly, in many a circumstance, is not the case.
If one joins an organization at an ‘entry level’ whatever the context of the organization may entail, it should be understood that guidance will be given, and also on the flip side of the same coin, guidance will be taken as well. In the times of ‘snowflake culture’, where sensitivities are, in some cases, in overdrive, giving advice, guidance and perimeters is something that can lead to a whole tirade of tantrums and traumas. Everyone is caught up in being their best versions, which is how it should be. Everyone is wanting to be at their peak, the summit of success, but very few want to put the work, the drudgery, the trials and tribulations needed to claw one’s way up to that summit. How is anyone supposed to reach the top of the mountain, and enjoy the breathtaking views, if one sees the climbing as too much work? Is it me, or is it a lack of work ethic, and overt entitlement? So many, in a multitude of arenas want to join and organization, and immediately behave like they are the founding members, and uppermost echelons of management! This could and usually results in many a miserable interaction with the human resources department, multiple emails going back and forth with evaluations, feedback, retorts and warning, and ultimately the dreaded walk of shame as they are escorted out the door. The instilling of grand self-notions usually also supported by equally delusional family and friends, gives these ‘upstarts’ very little ‘up’, from the ‘start’. Leave aside the fact that they have no work experience, have no additional skill sets, and are barely out of puberty, they have the notion that ‘I want, so I will be’! All the drama, all the hype and what happens? The ‘up-start’ becomes the ‘down-end!’
At the other side of this revolving door, we find the individuals in management positions who are desperate to reinstate their self-importance, underline that the organization would be a disaster without them, and basically believe that the Sun, the Moon, and the Stars revolve around them! Chests puffed, and egos even more puffed, these folks are the very definition of insecurity as they demand that everyone bow and grovel in their self-exalted presence. Exalted they are simply in the dizzying heights of their idiocy, as if you demand respect, you probably did not earn it and certainly do not deserve it. Also, you know it! Hence, the desperate desire to camouflage your shortcomings in clouds of grandiose behavior and avalanches of praise. We recall times when this was the exception, where most in senior titles and positions were happy and saw it as their duty and obligation to help, mentor and uplift, so that newcomers would be able to grow into their roles and work towards someday reaching leadership positions themselves. This is how it should, could and would be, if ego, self-doubt and blatant insecurities were removed from these equations. It is truly sad to see anyone of ‘seniority’ taking opportunities to belittle, and trample, rather than buildup and ensconce in triumph.
When it comes to projects in the work cocoons, the ‘teamwork’ usually involves the most junior members, scolded, cajoled, and corralled into doing the majority of the work, if not all, and then getting very little acknowledgment for the same. It is they who have to put in the work, the hours, the ideas, and the maximum effort. The result in many cases?
Minimum rewards. The management comes in when the presentations happen, when the product is being delivered, and the ideas being showcased. They sit there and happily take the credit, accept the pats on the back, and the “job well done” beings piped in by their own colleagues, without as much as a nod in the direction of those who actually did the work. It could be perhaps a harkening back to times when giving any credit or recognition was considered fodder for insubordination, but the reality is that giving credit where credit is due is just good management and being a person with the sense to know that happier people work better. If one is ‘senior’ in a position of power, and one is only known to criticize and find fault, why would anyone strive to do better when one knows that all one gets is criticism regardless? It is a scary and somewhat sad catch twenty-two.
If anyone in the workforce is sure of what they are doing, if one is secure in one’s own knowledge, one’s own capabilities, and ability to bring more to the table, why would one need to put others down, and also why would one need to act out? The truth is one would not need to. If we take a moment of pause, a moment to reflect, it is our true calling not as managers or subordinates, not as leaders or followers, but simply as good human beings to be able to and instill a sense of purpose, a feeling of being appreciated, and also a mood of resilience that makes for a better working environment. This could be state, corporate and all that is in-between, but the core values need to be underlined and enacted. Would it not be a better workspace if leaders actually led, and teams worked to a collective goal, and also collective acknowledgment? Maybe am too used to how we work, and how much I appreciate my team and colleagues, but I never fail to count my blessings that from childhood my sister and I, and now my niece as well, always knew that raising up those around us to do their best, only makes us do our best as well.
