"...super-spreaders of their deadly disease" Spot on!
I read Mike's (repeated) message and apply it to my own career. The synopsis that I use is "success without promotion". I worked for the SO for 28+ years, and retired as a line Deputy. I flirted with promotion from 1998-2002 (during that time frame I worked out of class as an "AIC*" Sergeant for 80% of the hours I worked which included over 500 hours of overtime filling in for one sergeant who was ultimately given the "opportunity" to resign in lieu of termination for gender based harassment after his multiple "management plans" failed to produce the desired results. During that time, I tested for sergeant, was the #1 candidate coming out of that process, and saw three others promoted instead of me. I determined that I was "not what they were looking for" in a first line supervisor, which was ultimately the most positive thing that happened to me in my career (I watched the female who was promoted sell her soul to them and both of the others left the department for greener pastures within 5 years). I think that my ultimate death knell was that during the time on the promotion list, the lieutenant asked me how to "encourage" one deputy to apply for promotion, or to take on a role as a training officer. My reply was, essentially, that he came to work every day, did more than his share of the work, wrote decent reports, and was easy to work with, exemplifying a team player. Why should we push him to move out of what he was really good at, and make him do something he didn't want to do? Apparently, that was the wrong answer...
Mike, I read your (repeated) message very clearly and I hope that many will.
It is very important.
What matters especially is the attention you are drawing to the deliberate super--spreaders of their deadly disease.
"...super-spreaders of their deadly disease" Spot on!
I read Mike's (repeated) message and apply it to my own career. The synopsis that I use is "success without promotion". I worked for the SO for 28+ years, and retired as a line Deputy. I flirted with promotion from 1998-2002 (during that time frame I worked out of class as an "AIC*" Sergeant for 80% of the hours I worked which included over 500 hours of overtime filling in for one sergeant who was ultimately given the "opportunity" to resign in lieu of termination for gender based harassment after his multiple "management plans" failed to produce the desired results. During that time, I tested for sergeant, was the #1 candidate coming out of that process, and saw three others promoted instead of me. I determined that I was "not what they were looking for" in a first line supervisor, which was ultimately the most positive thing that happened to me in my career (I watched the female who was promoted sell her soul to them and both of the others left the department for greener pastures within 5 years). I think that my ultimate death knell was that during the time on the promotion list, the lieutenant asked me how to "encourage" one deputy to apply for promotion, or to take on a role as a training officer. My reply was, essentially, that he came to work every day, did more than his share of the work, wrote decent reports, and was easy to work with, exemplifying a team player. Why should we push him to move out of what he was really good at, and make him do something he didn't want to do? Apparently, that was the wrong answer...
Ally, well written capture of the dysfunction.