James Carrington wrote:
" I think the problem with some of the individuals on this list that
cannot see these benefits is that they have little or no experience
working in a environment where processes and procedures are dictated
as part of contractual obligation or a quality governing body such as
UL medical, DCAS, ISO, etc. (In my professional experience, I have
seen many parallels between pompous academicians and and arrogant
consultants). When you realize that sometimes we have no choice but
manufacture a product in a specific manner, especially when it
involves mundane or rote tasks, you will also realize that you need
the person or team doing that function that achieves the best results
(high quantity, high quality). The only way to effectively do this is
by monitoring the quality and quantity of the product and making the
necessary personnel changes that will show continuous improvement.
This does not mean negative sanctions, beratement, or any other
practice that lowers a persons self-esteem.
Properly administrated, a performance review system is a valuable tool
that can be used to benefit the employee and the organization.
--Those who can, do. Those who can't, consult."
--------
James, as a consultant who loves her work, these last words of yours have
stuck in my head for several days. I have come to the conclusion that
there is a lot of truth to them. Early in my career I defined success as
a senior level job in a large corporation and proceeeded to try to mold
myself into my image of what that person looked like, though I failed at
getting taller and I drew the line at a sex change. I managed to climb to
the exalted position of Director of Compensation and Benefits at B Dalton
Bookseller. I was given the status of KMG, a member of the Key Management
Group of Dayton Hudson Corporation. I had great management perks, a
beautiful corner office and even a high door that denoted my rank, but
wasn't really necessary for my short stature. And, yes, I was a prime
example of the square peg painfully forcing herself into a round hole.
I've always had a hard time with the "mundane, rote tasks" you talk about.
Administration bores me and I have little tolerance for office politics.
I didn't want to spend twelve hours a day at the office. I had tried hard
to just fit in, but my heart wasn't in it. I tried to be my job, but I
didn't really like the me that I had become.
Independent consulting is a much better fit for me and it seems for many,
many other people. In fact, most independent consultants that I talk to
are emphatic that they would NEVER go back to corporate life. On first
reading, James' statement "Those who can, do. Those who can't, consult.",
sounded like an indictment of consultants as lesser beings, but I've come
to believe that we're simply different. And if we were truly so inferior
to those within the corporation, why do corporations pay us so much?
Best regards,
Roxanne
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