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Mr. Baker, As an employee of an institution of higher education, I have a few very basic expectations. Chief among these is that my direct superior shares an intellect that ranges above the common ground squirrel. After your consistent and annoying harassment of myself, and my co-workers during the commission of our duties, I can only surmise that you are one of the few true genetic wastes of our time. Asking me, a network administrator, to explain every little nuance of everything I do each time you happen to stroll into my office is not only a waste of time, but also a waste of precious oxygen. I was hired because I know about Unix, and you were apparently hired to provide amusement to myself and other employees, who watch you vainly attempt to understand the concept of “cut and paste” for the hundredth time. You will never understand computers. Something as incredibly simple as binary still gives you too many options. You will also never understand why people ha...

Interesting Questions--Must Read

- June 16, 2010

Why doesn't Tarzan have a beard? Why do we press harder on a remote control when we know the batteries are flat? Why do banks charge a fee on 'insufficient funds' when they know there is not enough? Why do Kamikaze pilots wear helmets? Why does someone believe you when you say there are four billion stars, but check when you say the paint is wet? Whose idea was it to put an 'S' in the word 'lisp'? What is the speed of darkness? Why is it that people say they 'slept like a baby' when babies wake up every two hours? Are there specially reserved parking spaces for 'normal' people at the Special Olympics? If the temperature is zero outside today and it's going to be twice as cold tomorrow, how cold will it be? Do married people live longer than single ones or does it only seem longer? How is it that we put man on the moon before we figured out it would be a good idea to put wheels on luggage? Why do people pay...

Incompetent Manager ( 10 ways to know )

- August 07, 2009

1. Bias against action : There are always plenty of reasons not to take a decision, reasons to wait for more information, more options, more opinions. But real leaders display a consistent bias for action. People who don’t make mistakes generally don’t make anything. Legendary ad man David Ogilvy argued that a good decision today is worth far more than a perfect decision next month. Beware prevaricators. 2. Secrecy : “We can’t tell the staff,” is something I hear managers say repeatedly. They defend this position with the argument that staff will be distracted, confused or simply unable to comprehend what is happening in the business. If you treat employees like children, they will behave that way — which means trouble. If you treat them like adults, they may just respond likewise. Very few matters in business must remain confidential and good managers can identify those easily. The lover of secrecy has trouble being honest and is afraid of letting peers have the information ...

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