Archive for October, 2002

Thursday, October 31st, 2002

OldGlory – Your Music & Entertainment Superstore

tato mubu

Friday, October 25th, 2002

humorous behavior displayed by an individual on a conference call who has pressed the mute button, and attempts to carry on a dialog with other people on the call; results in periods of between 15-20 seconds of akward silence, followed by apologies from the offender once the mistake is realized and corrected; short for talk to mute button.

Days of Our Lives

Tuesday, October 22nd, 2002

Take a look at these postings from earlier this year:

Tuesday, January 08, 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.

Wednesday, January 09, 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.]

NOW, just when you think things couldn’t have become more bizarre, the latest reorganization has B reporting to D who now reports to C! It is also a known fact that C & D do not like each other, and the rumors of D looking for other opportunities may become reality sooner rather than later. The result: B reporting to C again – DEJA FREAKING VU.

Provide Proof, Please

Sunday, October 20th, 2002

“Strength in building and leading high-performance teams.” If anyone spots this in a resume, I suggest that you investigate by talking with team members before accepting the statement at face value. Don’t be a fool.

Saturday, October 19th, 2002

Google Technology – the secrets unveiled

Saturday, October 19th, 2002

555-LIST – because someone has to keep track of this…

Saturday, October 19th, 2002

The Unofficial Smiley Dictionary

hapax legomena

Saturday, October 19th, 2002

words that have only one recorded use; see list below. :)


Saturday, October 19th, 2002

an underling who blindly complies with a superior’s devious instructions; derived from the word suborn, which means to induce another to perform an unlawful act secretly or give false testimony.

Friday, October 18th, 2002


Hell, It’s Only $300K

Friday, October 18th, 2002

Did I say $1.5 million? I meant $1.2 million. When times get tough, the strong leaders show their true colors by running away and not standing their ground. Wussy. So, place your bets… I predict the 2003 budget hits $1 million.


Monday, October 14th, 2002

approval, praise, commendation, official sanction either bestowed upon oneself when lustfully gazing into a mirror, or when conversing with other practitioners of masapprobation – known as masapprobators; a debilitating form of self-abuse.

Ghost Town

Sunday, October 13th, 2002

Remember shale oil? Have you ever driven through Rifle, Colorado on your way to or from Grand Junction or Denver? Well, next time you do, take a look around you toward Battlement Mesa. When the bottom dropped out of the market, and Exxon moved out, they left a ghost town. However, it took some time and dedication to repurpose the city to provide value and meaning.

A lesson to be learned: Oil shale collapse preserved scenic vistas. A quote from the article… …but at least the towns were not stuck with the bill. By requiring the oil companies to pay for the needed infrastructure (schools, roads, water systems), Colorado managed to avoid its historic role of being suckered by an exploitive industry, Lamm said. “We were not left holding the bag,” Lamm said. “It’s because the locally elected officials insisted that we were not going to put up the front-end money for oil shale.” . An interesting thought about who should pay for what.

Moral: If you build without vision, you may be left with something with little value to you.

Monsters and Bunnies

Thursday, October 10th, 2002

Welcome to the land of Monsters and Bunnies! Just when you imagine things couldn’t get any more screwed up, more monsters are proposed to take leadership positions in the company.

– It’s almost as if everyone in the company is branded as either good or bad. Let’s go ahead and call those people that understand the value of people and relationships and teaming and collaboration and respect and trust as FUZZY BUNNYS.

– Let’s call the people who represent command and control managment, demonstrate “kick-ass and take names later” behavior, and make decisions based on their own personal opinion and egos as SCARY MONSTERS.

SITUATION: The corporation’s CEO launches an initiative designed to prepare itself for the world of the future. It assembles a team of FUZZY BUNNYS (FB) to lead the effort. After all, the FBs emulate the desired behaviors in the new company culture. [BTW, the CEO is a FB.] Due to a major mistake in assigning a strong visionary leader, the initiative team must report to a CHIEF SCARY MONSTER (CSM). The CSM, to better control the passionate FBs, appoints a LOONEY SCARY MONSTER (LSM) to lead the team of FBs. The FBs, being quite astute and smart, realize the potential danger of the situation. As long as they keep an eye on the LSM, they can go about their business and change the organization. However, over a period of two years, the FBs have been removed from the team one-by-one – increasing the ratio of SM to FB. Whenever the CSM is informed that yet another of the passionate FB is eliminated by the LSM, no action is taken, the potential problem is ignored and swept under the rug. Oh sure, they feign acting concerned, but the FBs see through the bad acting. Now, with only a handful of FBs remaining on the team, the LSM proposes assigning an undercover SM – previously disguised as a FB on the team – as the new supervisor for the last two remaining FBs. But the FBs are too smart to be eliminated and in order to protect their sanity, seek shelter in other parts of the organization. Result: Any attempt to deliver on the original mission of the initiative team is non existant. And with no one holding the CSM or LSM responsible for failing, life goes on… or does it.

Stay tuned for more episodes of Monsters and Bunnies. It gets worse…


Tuesday, October 8th, 2002

a daredevil or suicidal jump; a spectacular failure; a sudden change in a vehicle’s direction; frequently associated with a burnout; dismemberment.

Firm Stance On Ball Bearings

Tuesday, October 8th, 2002

Budget situation: Go in with $2.2 million. Get push back from executive mangement and told to cut to $1.5 million. [Keep in mind that there was never any clear objective or scope to back up the request for the $2.2.] Anyone care to bet what part of the people/process/technology team ends up getting exorcised? Bet you when push comes to shove, we find out that it IS all about the tool… stay tuned.


Wednesday, October 2nd, 2002

Today’s date: 1001-2002. Perhaps its a sign of some sort…

Bad is the New Good

Wednesday, October 2nd, 2002

What once were seen as isolated pockets of bad management and horrible leadership now appear to be a prerequisite for being given additional leadership assignments. As a result, the lunatics are indeed taking over the asylum. While a lot of sane people have chosen to sneak out while they still have a chance, others of us are committed to complete what we were chartered to do. The question then becomes “is there any reason to continue the battle?”

For me, the answer is absolutely! It is no longer a matter of getting the looneys to see the error of their ways, change their behavior and become truly great and honest leaders. The quest now is to find those few, sane and rational leaders in the company, and enlighten them about what is happening around them. After all, they will ultimately have to deal with the impact of lunatic-management. Our mission is to build a coalition of sanity to stop this corporate cancer from eroding the heart and soul of the company.

Time is of the essence and we must act quickly and in stealth mode. The lunatics are in charge of dispensing medicine to the rest of the patients in the hospital. Every week, more and more body bags are loaded into the big trucks. No one should have this power without sufficient checks and balances!

Perhaps an anonymous email to the CEO is in order…

Tuesday, October 1st, 2002 For those who like to watch.