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The Value of Your Time


The Value of Your Time

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Matt Miller (4)
Matt Miller (4)
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Did your friend happen to be a direct report to the CEO? That would help explain the curious behavior as well.

Otherwise - good discussion all around.

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Your lack of planning does not constitute an emergency on my part...unless you're my manager...or a director and above...or a really loud-spoken end-user..All right - what was my emergency again?
Tom Garth
Tom Garth
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Steve Jones - Editor (2/18/2009)
I completely agree with the appraisal and notification for the CEO. Knowing about emergency or out-of-the-ordinary expenditures is important, and should be done. My point was the timing, the interruption for a relatively minor expense, doesn't make sense. He's doing a different job by responding to this and holding up work.

The point about wanting to notify the customer or contact them makes sense, especially as in this case the customer is a Fortune 100 company. However, notification and review, or deciding on other actions is different than trusting your people and allowing them to make the decision. And then holding them accountable later.


My point was that the reasons for the review are not what matters. It is the fact that the action has some meaning to the CEO that matters. You can rest assured that the CEO's Big Picture looks different than your own, and that the position merits the choice.

I am choosing to ignore the fact that there are a few idiots up there that deserve some questioning of motive, because I think they are in the minority.

Tom Garth
Vertical Solutions

"There are three kinds of men. The one that learns by reading. The few who learn by observation. The rest of them have to pee on the electric fence for themselves." -- Will Rogers

James Stover
James Stover
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What's this? Organizations wasting time and money and making poor decisions? Inconceivable!


James Stover, McDBA

GSquared
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James Stover (2/18/2009)
What's this? Organizations wasting time and money and making poor decisions? Inconceivable!


You must work for a government office. Don't worry, this kind of thing only happens in the private sector. Smile

- Gus "GSquared", RSVP, OODA, MAP, NMVP, FAQ, SAT, SQL, DNA, RNA, UOI, IOU, AM, PM, AD, BC, BCE, USA, UN, CF, ROFL, LOL, ETC
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Lynn Pettis
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GSquared (2/18/2009)
James Stover (2/18/2009)
What's this? Organizations wasting time and money and making poor decisions? Inconceivable!


You must work for a government office. Don't worry, this kind of thing only happens in the private sector. Smile


I wish... Tongue

Cool
Lynn Pettis

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Steve Jones
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I think the private sector and government are sometimes competing to waste money.

My friend isn't a direct report, 4 or 5 levels down.

Follow me on Twitter: @way0utwest
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salman.samad
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I think doing what you are hired for or what you are good at might only work at bigger corporates. A mid size company (150 FTEs) like mine where the IT team is only 7 people, you are everything from the tech support specialist to the DBA trying to maintain a HA environment for the data warehouse!!

In fact, I think our HR gets away with it too because there is a clause in our contracts that reads "other duties as and when required". And moreover, in these economic times where everyone is worried about their job security, I don't even mind clearing a paper jam in the printer or trying to get the CEO's BB to synch up with her Outlook!!

That being said, in an ideal world though it would make perfect sense for any staff to do what he/she is best trained and hired for and the various managers/bosses should have some faith in their subordinates and let them take charge of performing and fulfilling their duties.
Leslieo
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What is the probability that a CEO who requires final approval of any travel booked in less than seven days, is not micro-managing in other ways?

My SO is working for a company in a director level position, where the CEO has a strangle hold on forward movement, because she wants final approval of almost everything. That means her approval was required before he:
purchased two chairs for his staff (a room with four people had two chairs);
purchased a whiteboard for training;
was given information about the major revenue streams of his new department;
was allowed to know who the major customers were;
and so on (and on and on and on)

Now eventually she approves the requests, but not without a minimum of two weeks delay. She's so backlogged with work you see...

Regarding grammatical/spelling errors: Steve's likability quotient is high, he writes with enthusiasm about things he believes in or cares about and he's believable. That might be a reason I find myself reading--and enjoying--his editorial every day.



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Leslieo (2/19/2009)
Regarding grammatical/spelling errors: Steve's likability quotient is high, he writes with enthusiasm about things he believes in or cares about and he's believable. That might be a reason I find myself reading--and enjoying--his editorial every day.


You have expressed my sentiments.

<><
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Steve Jones
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Good points there on other issues. I've had CEOs do it both ways, micro manage too much, and trust people. Both are better than someone that does "drive by mgmt" where they sometimes want to approve things and sometimes don't.

In smaller shops you have to pitch in more. As a senior DBA I've moved furniture and built new network cables, but not regularly. Those are one-offs that you do when needed. However on a regular basis, you need to be aware of what is a good use of your time and what isn't. Making coffee is fine, if you're providing a bunch of tech support for people that want to change their wallpaper, you might be hurting mor than you're helping.

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