Okay, so as I've mentioned I'm leaving this job for another one. My Director and I had a meeting right away so she could get my recommendations on how my responsibilities should be transitioned to the rest of the prevention team. Namely we are focusing on the program I run where we train the teenagers to be good listeners and resources in their schools. Anyway, she told me right up front to be candid and let her know if I thought there were any skill deficits with the remaining team to carry out my duties. As I'm getting ready to leave, I'm beginning to think that perhaps I didn't properly examine that and I do have some real concerns about this program going forward with the personnel that is left. But, at the same time, one of my hopes was that my leaving would give some kind of job security to the people left.
So I'm wrestling with this, how honest and candid should I be in these last few days. I believe very much in this program and it needs to continue to exist after I leave, but I do know that there is a skill set I'm taking with me that simply does not exist in the remaining staff, and I believe it is a skill set that is vital to the program continuing AND flourishing when times get better.
Do I bite my tongue and let them figure it out?
If you don't tell anyone what skills are lacking, the program will crash and burn, and everyone will get fired.
If you do, some of your co-workers might get re-org'd, or let go; but the program has a better chance of survival.
In either case, there's a chance of someone getting fired, but if you speak up, the chances are lower, plus the odds of the program succeeding increases. Go for the candor.
I do like them, and that is the other bit I wrestle with. I'm essentially thinking of one person who will in some sense replace me. She'll be the lead contact for the program but some of my responsibilities are being pieced out to the intern and another staff person. The person who will be the contact I think will do fine in coordinating the nuts and bolts of the program. But the one piece I don't think she really has is the program evaluation piece, which is the piece we desperately need to be firing on all cylinders to keep getting money to fund the program. If we can't convincingly show our funders our program is meeting our goals and objectives, they're going to cut us off. And it's not really her fault she doesn't have the skills, she was never really asked to use them like I was. So I guess I gotta figure out a way to impress upon her the importance of really stepping up to the plate with the evaluation piece without making it sound like I'm saying I'm smarter than her or something.
Although, this may all be moot anyway, as thanks to President Obama and the Democrats, the money stream that a lot of schools used to participate in the program has been eliminated. I'm really starting to hate that SOB. But that's another thread.
Are they asking after specific, "who can / can't do what?" or more general info?
If it's just a matter of letting them know which skill sets to develop to fill the gaps, you've definitely got the tact to suggest it reasonably. With your recomendations, they'd get some ideas. Without them, they loose feedback on what makes the program work. If they're looking for a condemnation of co workers or the remaining resources of the program as a whole, then they're being scum.
Talk to the manger/director/overlord and say, "What I really see as helping the team going forward is to ramp up the program evaluation piece, as it really is a mission critical element that needs to be bolstered to ensure success."
Or some such shit. You don't have to say, "I'm happy for you, and Imma let you finish, but I had the best program evaluation piece. Of. All. Time." You just have to tell them what the team needs to work on. That way, no one gets singled out.
Basically, it's at the point around here, I think, that if the people left can't run the program, they'll let the program die. Mostly because they simply couldn't afford to hire a new person without us getting substantially more money to run the program. But you guys are right, I just need to tactfully emphasize what needs to be in place for the program to continue and I need to do that with the remaining staff. And I need to make sure the responsibilities are doled out in a precise and focused manner. That they make clear delineations of who is doing what, because they still have other jobs to do and if it gets murky, the program will be in trouble.
Thanks guys, I just needed to talk this one out loud with people who aren't here.
Quote from: LMNO on January 07, 2010, 01:35:32 PM
If you don't tell anyone what skills are lacking, the program will crash and burn, and everyone will get fired.
If you do, some of your co-workers might get re-org'd, or let go; but the program has a better chance of survival.
In either case, there's a chance of someone getting fired, but if you speak up, the chances are lower, plus the odds of the program succeeding increases. Go for the candor.
This. Normally I suggest arranging a Titanic-esque aftermath, with survivors bobbing in the cold, cold water, but this is a special case, given the nature of the work.
Be candid.
I think LMNO and Richter have had the nail on the head.
You can absolutely help them understand, and use that "positivity speak" kind of stuff like "The program can benefit from growing X skills and fostering Z competencies" rather than "we're really fucking shit out of luck when it comes to X and Z and that's bad." I mean, I know it sounds corny, but phrasing really can make a hell of a ton of difference, especially when people are in a high-stress, "oh holy shit our jobs are hanging in the balance" type situation.
I hope your soon-to-be-ex-program continues to thrive without you, though. It's good works.
Quote from: The Good Reverend Roger on January 07, 2010, 02:04:11 PM
Quote from: LMNO on January 07, 2010, 01:35:32 PM
If you don't tell anyone what skills are lacking, the program will crash and burn, and everyone will get fired.
If you do, some of your co-workers might get re-org'd, or let go; but the program has a better chance of survival.
In either case, there's a chance of someone getting fired, but if you speak up, the chances are lower, plus the odds of the program succeeding increases. Go for the candor.
This. Normally I suggest arranging a Titanic-esque aftermath, with survivors bobbing in the cold, cold water, but this is a special case, given the nature of the work.
Be candid.
I agree. This is not about the people running the program as much as the kids being helped by the program. So honesty is important.
I agree with the comments here... Honesty is the best opton... Honesty delivered tactfully and perhaps in a 'positive' fashion... but honesty is generally a good plan.
I find myself agreeing with the "honesty" approach and coming from someone who's policy is to lie, even when the truth will get you in less trouble, as a matter of principle, this is significant.
What D-Cup said. Phrase it not in terms of lack, but about the benefits in the skills you think need to be developed.
Thanks guys. Although I'm a bit frustrated with her. I spent like 2 1/2 hours going over stuff with her, and she probably wasted like an hour of that time prosecuting the past. I mean, if I had a nickel every time she said "this isn't a criticism of you, but", I could probably go buy everyone a coffee. OR, questioning why I was doing things the way I was doing them, even though she seemingly only half understands what I did.
Example:
her: "Well, why can't you put that all on one survey?"
me: "Umm, because each entry is a distinct individual? You can't survey multiple individuals with one survey. Each person has to have a unique survey."
her: "Oh, but there must be a way."
me: "Umm, no, there isn't."
Her: "Really, but couldn't you..."
:argh!:
I don't know, fuck it, it's her show now I guess.
Quote from: Rev. What's-His-Name? on January 07, 2010, 08:45:23 PM
Thanks guys. Although I'm a bit frustrated with her. I spent like 2 1/2 hours going over stuff with her, and she probably wasted like an hour of that time prosecuting the past. I mean, if I had a nickel every time she said "this isn't a criticism of you, but", I could probably go buy everyone a coffee.
Then to hell with it. She's going to sink the fucking thing anyway.
You've gotta be able to say, "look, you can try to find a different way to do this when I'm gone, but let me just show you how I did it, because it worked for me," and just shut off the shouldacouldawoulda machine.
LMNO rides the correct assertiveness motorcycle ITT
Quote from: LMNO on January 07, 2010, 08:47:50 PM
You've gotta be able to say, "look, you can try to find a different way to do this when I'm gone, but let me just show you how I did it, because it worked for me," and just shut off the shouldacouldawoulda machine.
Or just ask why the meeting was necessary, since she knows everything, then leave.
It's painfully obvious that this functionary is interested only in how to blame the inevitable failure on RWHN, and isn't particularly skilled at hiding it.
TGRR,
Deals with this shit every day. EVERY. DAY.
That was the tact I took. I told her if she can figure out something better, more power to her but that she at least needs to finish this school year with the way I'm doing it to maintain data integrity. I have another session with her before I leave to show her more details of the data collection piece and I think my Director is going to be there as well. And she's (my Director) totally in my corner so I think that will help.
I believe this all depends on what sort of person the director is and what sort of people you work with. You could be brutally honest and the director might decide to axe the whole thing or they might decide to put more resources into the program or find someone with skills comparable to yours. You could lie and make your coworkers/employees look good and they could fuck up and the director could axe them all or decide they need to hire someone to replace you or train their current workers better.
You would know better than us, what sort of person is the director?
What sort of people do you work with? Can any of them step up to the plate?
Quote from: The Good Reverend Roger on January 07, 2010, 08:50:44 PM
Quote from: LMNO on January 07, 2010, 08:47:50 PM
You've gotta be able to say, "look, you can try to find a different way to do this when I'm gone, but let me just show you how I did it, because it worked for me," and just shut off the shouldacouldawoulda machine.
Or just ask why the meeting was necessary, since she knows everything, then leave.
It's painfully obvious that this functionary is interested only in how to blame the inevitable failure on RWHN, and isn't particularly skilled at hiding it.
TGRR,
Deals with this shit every day. EVERY. DAY.
Oh, it won't be just me, it will be my predecessor as well. We probably wasted half an hour talking about him. And he certainly did have his flaws, but he did a good job overall with the program when he had it. This person who is taking my responsibilities was one of the two people in the Agency who pretty much wrote the program off at the first hint of trouble from the funders. Her attitude was "It's done." "The program is crap. HE ruined it." I did manage to turn her around quite a bit when I saved the program from the chopping block, but I still think there is some lingering pessimism about how certain aspects of the program were run. I think I just need to do what I'm supposed to do and really impress upon my Director what needs to be in place when I leave and hope she makes the right decisions.
Quote from: Rev. What's-His-Name? on January 07, 2010, 08:58:52 PM
Quote from: The Good Reverend Roger on January 07, 2010, 08:50:44 PM
Quote from: LMNO on January 07, 2010, 08:47:50 PM
You've gotta be able to say, "look, you can try to find a different way to do this when I'm gone, but let me just show you how I did it, because it worked for me," and just shut off the shouldacouldawoulda machine.
Or just ask why the meeting was necessary, since she knows everything, then leave.
It's painfully obvious that this functionary is interested only in how to blame the inevitable failure on RWHN, and isn't particularly skilled at hiding it.
TGRR,
Deals with this shit every day. EVERY. DAY.
Oh, it won't be just me, it will be my predecessor as well. We probably wasted half an hour talking about him. And he certainly did have his flaws, but he did a good job overall with the program when he had it. This person who is taking my responsibilities was one of the two people in the Agency who pretty much wrote the program off at the first hint of trouble from the funders. Her attitude was "It's done." "The program is crap. HE ruined it." I did manage to turn her around quite a bit when I saved the program from the chopping block, but I still think there is some lingering pessimism about how certain aspects of the program were run. I think I just need to do what I'm supposed to do and really impress upon my Director what needs to be in place when I leave and hope she makes the right decisions.
Won't help. The director has apparently handed it over to a hack who would rather see these kids fail than to admit she was wrong.
I hate to say it, but it's fucking doomed.
Gotta agree with the good rev on this one. Self fulfilling prophets are rarely ever wrong - they work too hard to ensure it
ETA: Only chance is to cut out the tumour - dunno if that's an option
Quote from: P3nT4gR4m on January 07, 2010, 09:03:30 PM
Gotta agree with the good rev on this one. Self fulfilling prophets are rarely ever wrong - they work too hard to ensure it
The giveaway was that she spent the whole meeting criticizing technique instead of trying to learn how it works.
She never had any intention of making it work, she's already justifying the failure. She is emotionally invested in seeing it crash and burn, she just has to find a way to protect her career.
The only thing that can save this is if RWHN can get the director to inextricably link her career to this program. It's what I'd do. Shackle her to the bilge pumps, and she's a lot less likely to let the ship sink.
Quote from: Slanket the Destroyer on January 07, 2010, 08:54:47 PM
I believe this all depends on what sort of person the director is and what sort of people you work with. You could be brutally honest and the director might decide to axe the whole thing or they might decide to put more resources into the program or find someone with skills comparable to yours. You could lie and make your coworkers/employees look good and they could fuck up and the director could axe them all or decide they need to hire someone to replace you or train their current workers better.
You would know better than us, what sort of person is the director?
What sort of people do you work with? Can any of them step up to the plate?
Unfortunately, it's the funding that is the biggest fly in the ointment. Being a non-profit, my agency has no ability to hire someone else to pick up some of my responsibilities. They can only dole it out to whoever is left. And the reality is, that these two people may be axed anyway come June when the funding that pays the majority of their salaries goes bye-bye.
Maybe I just need to really start disowning this program faster and wish it the best. I mean, I have no power over what happens when I exit those doors next Friday. I can only impart what I've done, what I know works, and leave it to the successor to exercise her judgement.
Quote from: The Good Reverend Roger on January 07, 2010, 09:06:19 PM
Quote from: P3nT4gR4m on January 07, 2010, 09:03:30 PM
Gotta agree with the good rev on this one. Self fulfilling prophets are rarely ever wrong - they work too hard to ensure it
The giveaway was that she spent the whole meeting criticizing technique instead of trying to learn how it works.
She never had any intention of making it work, she's already justifying the failure. She is emotionally invested in seeing it crash and burn, she just has to find a way to protect her career.
The only thing that can save this is if RWHN can get the director to inextricably link her career to this program. It's what I'd do. Shackle her to the bilge pumps, and she's a lot less likely to let the ship sink.
In a way, I think it is. A lot of the funding cuts we've suffered have targetted my Director's other programs and this is really the one big program that's left. It's the one, outside of our treatment programs, that really puts us on the map in the state. That's what I'm banking on. So if I do an effective job of getting the Director to buy into the "musts" of this program, it has a shot of surviving for a couple more years anyway.
Quote from: Rev. What's-His-Name? on January 07, 2010, 09:07:09 PM
Quote from: Slanket the Destroyer on January 07, 2010, 08:54:47 PM
I believe this all depends on what sort of person the director is and what sort of people you work with. You could be brutally honest and the director might decide to axe the whole thing or they might decide to put more resources into the program or find someone with skills comparable to yours. You could lie and make your coworkers/employees look good and they could fuck up and the director could axe them all or decide they need to hire someone to replace you or train their current workers better.
You would know better than us, what sort of person is the director?
What sort of people do you work with? Can any of them step up to the plate?
Unfortunately, it's the funding that is the biggest fly in the ointment. Being a non-profit, my agency has no ability to hire someone else to pick up some of my responsibilities. They can only dole it out to whoever is left. And the reality is, that these two people may be axed anyway come June when the funding that pays the majority of their salaries goes bye-bye.
Maybe I just need to really start disowning this program faster and wish it the best. I mean, I have no power over what happens when I exit those doors next Friday. I can only impart what I've done, what I know works, and leave it to the successor to exercise her judgement.
Realising when there's nothing you can do and facing up to it is a good way to avoid ulcers
How did you get funding? Grants?
If there's any silver lining, if the program goes under, you can use it an an example of your skills. "They couldn't survive without me, I'm just that good."
I've thought about it some more. (I gotta do something while I'm not getting any sleep). I think what I'm going to do is have another sit down with my Director. And I'm not going to get into any direct discussions of remaining personnel and competencies. I'm just going to sit down with her and ask her to level with me. She knows how invested I was with this program, I think she'll be straight with me. I'm going to ask her what she thinks the prognosis of this program is. Not necessarily because of me leaving, but just given the economic climate and the general instability in this line of work right now. Does she think its going to survive? Why/why not? This will help me gauge her insights and see where her head is. If the thinking is this thing isn't going to survive anyway because of funding drying up, then all I really need to be doing is make sure remaining staff have the know-how to finish out this year. And honestly, I'm starting to get the feeling that is the reality. The schools just aren't going to have the money to participate next year. But, I'll see what the Director thinks and then take it from there.