Cecil is management material. He has many things going for him:
He makes pie charts.
He is a follower.
He follows Philip around.
He is good at suit speak.
He tells Philip everything.
He bonds with Philip.
He always agrees with Philip.
He never overtly commits to any course of action.
He quickly scans Philip’s body language to know if he should support or undermine an idea.
He is very secretive about his plans, actions, and motives.
I left Wollongong with the illusion that management was about seeing the big picture and making bold decisions that defined the direction of the business. I thought upper management communicated these priorities to middle management who in turn made tactical decisions to reinforce them. And my role as a technician was to carry out my managers plans as best I could without second guessing. After moving to Melbourne I realised that that was utter rubbish.
In reality, upper management communicated vague generalities which they crafted so as to be deniable. Middle management communicated back to them how successful their own tactical decisions always were. My managers were all cowards. That is precisely how they survived in their jobs: Agrandise your own accomplishments, belittle your team, self-preservation at all costs. Painstakingly choose the path of least risk and most conformity. If an underling has to be thrown under a bus, so be it.
Management Material
Cecil is management material. He has many things going for him:
I left Wollongong with the illusion that management was about seeing the big picture and making bold decisions that defined the direction of the business. I thought upper management communicated these priorities to middle management who in turn made tactical decisions to reinforce them. And my role as a technician was to carry out my managers plans as best I could without second guessing. After moving to Melbourne I realised that that was utter rubbish.
In reality, upper management communicated vague generalities which they crafted so as to be deniable. Middle management communicated back to them how successful their own tactical decisions always were. My managers were all cowards. That is precisely how they survived in their jobs: Agrandise your own accomplishments, belittle your team, self-preservation at all costs. Painstakingly choose the path of least risk and most conformity. If an underling has to be thrown under a bus, so be it.