Archive for January, 2002


Tuesday, January 22nd, 2002

Posted Part 6 of RWB journal.


Sunday, January 20th, 2002

Desired headline: John Frees a Cannibal Monk – Johanna bekons rifleman, confirms banal henna joke – market fervidness. Newsmen deviate spanned pathogen, “Si. Never nuke a cat.”


Saturday, January 19th, 2002

term used to describe the scent that remains when inept people pass through a cubicle-infested work space; derived from the acronym for raging of a maniac.

Inner Milestones

Thursday, January 17th, 2002

“Real integrity is doing the right thing, knowing that nobody’s going to know whether you did it or not.” Oprah Winfrey


Thursday, January 17th, 2002

This has nothing to do with the knowledge drain, but thought the name of the site was interesting. I have no responsibility for anything you find posted here. [Sometimes you just need a pleasant diversion from the rat race.]


Wednesday, January 16th, 2002

Posted Part 5 of RWB journal.

Saturday, January 12th, 2002


Saturday, January 12th, 2002

looks like more alphabet soup…you never know which letter will churn to the top when you stir it!

Less Flash – More Class

Friday, January 11th, 2002

After many years of having a Flash-based navigation system on the site, I opted to get back to basics. Less is more. As a result, I think it gives the overall site a cleaner look.


Thursday, January 10th, 2002

The chairs have now been rearranged on the deck of the USS GWC, and it is too early to tell if there has been any impact on keeping the boat afloat. As suspected, C has now taken A’s position, but the rumor of changes in B’s scope of influence have not materialized – at least on the initial review. B is not specifically named in the new org chart, but the two existing areas of responsiblity are still listed under the control of D. [I should have noted before that B had two bosses – C and D.] Consider this as only data and information. I have no context to add to this at this time.


Wednesday, January 9th, 2002

BTW, word has it that GlobalWorldCom will be making some major organizational announcements later today. Then, the rumor slate will be cleared, and begin again.

I should also add a note that in the scenario, A was given an assignment as a representative to a federal special interest team. While the corporation takes a hit and loses a good resource, it might be perceived as a well-deserved recognition of a job well “started”. :)

Change is inevitable, unpredictable, and illogical.

Subject: Performance Evaluations

Wednesday, January 9th, 2002

On the lighter side…

These useful quotes are from actual federal employee performance evaluations:
1. Since my last report, this employee has reached rock bottom and has started to dig.
2.  I would not allow this employee to breed.
3. This employee is really not so much of a has-been but more of a definite won’t-be.
4. Works well when under constant supervision and cornered like a rat in a trap.
5. When she opens her mouth, it seems that it is only to change feet.
6. He would be out of his depth in a parking lot puddle.
7. This young lady has delusions of adequacy.
8.  He sets low personal standards and then consistently fails to achieve them.
9. This employee is depriving a village somewhere of an idiot.
10. This employee should go far, and the sooner he starts, the better.
11. Got a full six-pack but lacks the plastic thing to hold it all together.
12. A gross ignoramus – 144 times worse than an ordinary ignoramus.
13. He does not have ulcers, but he is a carrier.
14. I would like to go hunting with him sometime.
15. He has been working with glue too much.
16. He would argue with a signpost.
17.  He brings a lot of joy whenever he leaves the room.
18. When his IQ reaches 50, he should sell.
19.  If you see two people talking and one looks bored, he is the other one.
20. A photographic memory but with the lens covered glued on.
21. A prime candidate for natural de-selection.
22.  Donated his brain to science before he was done using it.
23. Gates are down, the lights are flashing but the train is not coming.
24. Has two brains: one is lost and the other is out looking for it.
25. If he were any more stupid, he would have to be watered twice a week.
26. If you give him a penny for his thoughts, you would get change.
27. If you stand close enough to him, you can hear the ocean.
28. It is hard to believe that he beat out 1,000,000 other sperm.
29. One neuron short of a synapse.
30. Some drink from the fountain of knowledge; he only gargled.
31. Takes him two hours to watch 60 Minutes.
32. The wheel is turning, but the hamster is dead.

Nose Bleed Seats

Wednesday, January 9th, 2002

My view from ten thousand feet and up wind tells me that it looks people are viewing a truckload of horse manure and believing there has to be a pony in it. This is not the first time the truck has delivered loads of manure to your location.

I am very disappointed that A is taking a new assignment when they had not finished the last task. Just think what the impact would be if, just once, one of the leaders said no to a reassignment because they are not through implementing their current efforts. The current leadership message is upon taking a new assignment, declare how you are going to change it, get started and then before any measurable results can be gathered take on another assignment, maybe even a promotion in some cases. Leadership means more than just declaring you want results and accountability, it means you actually show personal commitment and stay until the job is done so you can harvest the results of your efforts, good or bad. A, B, C and D live in a world of leadership by words and not deeds. Words are used to build the perception that others believe are “facts”.

If the C is really a poor leader then KM is doomed to more of the same at best. Since B’s leadership has been factually shown to be poor is B going to be given another assignment to ineffectively lead and adversely affect others? The corporations culture tells me that regardless of B’s next location the perception that must remain is that B is an outstanding leader and did a great job and will now be given an opportunity to apply B’s talents to assist the organization elsewhere.

Playbook Secrets

Wednesday, January 9th, 2002

Situation – A is a good leader. A leads the HR organization for the corporation. B could be termed a bad leader. B oversees the knowledge organization. C is a leader of a project that has a real bad reputation – large financial impact to corporate bottom line. B reports to C. Repeatedly, complaints from B’s team, about B’s bad leadership and decisions about people, are reported to C. C takes no action to address the problems. B is also responsible for an automation organization and reports to D. Concerns about B’s behavior have also been raised with D. D and B discuss the situation and no corrective actions are evident. The organization changes. It has now been determined that the knowledge organization that previously reported to B, will now be a component of A’s HR organization. [Actually, this is the ideal solution, from the perspective of the team!.] However, A is given another assignment. C is reassigned to lead the HR organization, previously led by A.
Question – Is there any hope?

Need Psychic Abilities

Saturday, January 5th, 2002

What they say – “Tell me what I’m supposed to do, and what I need to say. I need your help to be successful.”
What they mean – “How many bullets should I load into the gun?”
What they do – Fire.

Real World of Business

Friday, January 4th, 2002

Initial post of a journal/fable entitled The Real World of Business, intended to stimulate timely thought and reflection.


Wednesday, January 2nd, 2002

…to your questions below…”Are they a really open to suggestions..” no, i don’t think they are. Usually the people asking for help are not those that actually wield the power to make decisions, hold the budgetary pursestrings, nor have the biggest departments (other strong followers). Organizations that are open to change agents, are generally (I believe) going to be organizations where change and change agents have already impacted and influenced the company during other times of change and/or crisis, i.e. there are already some strong champions there in strong executive leadership positions. We’ll see how things progress during 2002….maybe there will be a revolution of change that spreads through corporate America? The corporation will probably be run somewhat differently in 2002, affected by 9-11, dotcom collapse, slowdown of economy, the new emerging Euro…all of these things will effect how leaders run organizations, how employees react and follow leaders. Individuals will probably evaluate more closely what they are sacrificing (in terms of their family lives, personal lifestyles, etc.) before just taking or staying with any job….hmm….sounds like a personal philosophy might be springing up here….