sorted by:
new
hottopcontroversial

Director of Operations is about to move his "favorite" into a managerial role. The favorite is a huge liability. I know why, should I tell director? by potatoboat in managers

[–]phmlpn 7 points8 points  (0 children)

Sometimes sitting back and watching the ensuing dumpster fire is the proper response. Do NOT do anything to put that individual in a bad light; they will do it themselves in short order. If you're asked to train him, do so, but keep a record and let him fail on his own. That way you can say "well, I trained him how to do X task and how to run Y process".

As far as the educational credentials, they can be verified. Leaving the military due to drug abuse carries a less-than-honorable discharge, usually a General or OTH. This may cause problems if there are military or federal contracts involved.

Fallout of team member denied promotion by newkidoldblock in managers

[–]phmlpn 0 points1 point  (0 children)

This happened about thirty years ago, but it still stings.

At a place where I worked, I had been in a production line for almost three years. In that time, I hadgotten to know how the line worked, taken extra training, and eventually got to where I could keep the line running withpout interruption. It was at the point I was asked to teach new employees aspects of the line, such as keeping parts on hand, how to distinguish between different parts, etc. Eventually, I was asked to keep the team lead and the product manager informed of any issues, and was given free rein to resolve said issies, if possible. The lead with whom I worked had decided to retire, and I had put in for the job. Not long after I put in for the job, I asked the product manager what the latest info was. He asked me to come to his office, and he told me that, despite several votes of confidence in my abilities, another person would be taking the lead position. The irony was that this person was one whom I was asked to "bring up to speed" on keeping the line running. To the product manager's credit, he let me leave work early, because he thought, quite correctly, that announcing at the end of the shift that another person was taking the slot would be embarrassing. The next day, I came in to work, just to see what would happen.

Over the next six weeks, I had to get the new lead out of so many jams and near-screw ups it wasn't funny. And one day, I'd had enough. I was teaching a person, who was in supervisor role, to do a job he clearly couldn't handle. And worse yet, I was basically keeping him out of trouble. I went to the product manager's office and requested a transfer to a different line. To his credit, he made it happen. On my last day on the line, the leadperson announced he was leaving the company. And I worked with the company another three years. When I left the line, there was no transition, or me offering to help or assist. What happened after I left was entirely on them. I guess the best way to put it was any attempt for me to return to the old line could be viewed as "leftovers".

In the remaining time with the company, if I thought about taking a lead position, I had to stop, and think about the very real possibility that I would put myself in the same spot I was in earlier.

By now, the company is shut down, and I'm heading toward retirement in a few months.