4:32 pm, July 10, 2014

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  • Fed Managers
    LindaL
    I must say that most of the Fed managers I have had the displeasure of working with are morons. I don't know how a lot of these people even got the position, unless it was by the, " who you know deal." I can remember the one I had was "the" worst so called manager I have ever seen. This woman was vindictive, hateful, mean spirited, and a know it all, but really didn't know a lot of nothing. She was just a person who liked to praise herself as if she was all this and that..LOL!-- How can anyone like that write an Eval?-- I finally realized how spiteful she was was when she tried to ruin my career with a Eval that was so poorly written, full spitefulness and vindictivness. I mean the narratives did not match the numbers. I got hired by someone else anyway and finally got away from the woman. This was someone who should have NEVER got that kind of position. She simply was not and still isn't qualified. The Federal Gov should stop people from hiring there family members and promoting people who are friends to these positions. -- I would think to be a manager, it should be earned, earned by hard work, knowledge and the know how of how to treat employees / co-workers. ---A lot of these people have been sitting in the Gov for over 20yrs and stagnant in their ways. These are the ones that should be moved out! Especially so called managers like that woman.
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  • All agencies are different
    NormalDude
    I suppose it all depends on where you work. Some areas of government are the cause of all the steriotypes, while othes are actually good at what they do and generally have superior employees. I'd stack up my team against any in private industry. Why? We came from private industry. We get it.
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  • Reply:All agencies are different
    LindaL
    Sad, but true. It is not ALL managers, just those bad apples. (I should have stated) People like the woman I described above would never make it in the private sector, she'd been gone long ago. Thank you
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  • LindaL
    NormalDude
    I worked for a woman who seemed to be an exact match to the person you described. I don't know how these people get into supervisory positions. The good news is that OPM knows this is an issue. Supervisory skills have rarely been a part of a job posting/interview for first-line supervisory positions. Alot of first-line supervisors have no training or past experience. I believe OPM is spearheading a movement to correct that deficiency across all agencies. (Last I heard)
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  • FED MGRS
    ed at ssa
    I won't presume that this describes the situation in your case, but another reason for the lack of supervisory skills in many cases is that in order to qualify for a promotion, you often must leave a technical position and move into a management position. This is true in both the government sector and in private industryl. I top-notch technical person is frequently made into a lousy manager in order to give them a promotion or raise. The skill set for the two different areas of expertise are often the polar opposite of each other. This problem will never go away until people are properly awarded for having superior technical skills - and are no longer forced into a position that they do not like, don't really want, and don't have the skill set or temperment with which to succeed.
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  • Fed Mgrs.
    Moderate
    I must partially disagree with you as regarding my agency. Many in management say that technical skills are not that important for a manager. That is totally false. A manager must evaluate a case. to do so, a manager must understand what he(she) is reading. Otherwise the technical person could write baloney, couch it with quality technical jargon, and bs the manager. Not good. Additionally, the manager must be able to decide unagreed cases. Without good technical skill, that is impossible to do properly.------------------------------------------------------------------ I will say that a good manager needs good people skills and good technical skills and should be paid properly. And much of the bureaucratic nonsense should be eliminated.
    worker
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  • No bottom line - no rational pay
    countingdowntoretirement
    There is no bottom line. Pay and promotion are linked to brownnosing. The best employees are often the most hated by management because management bad (is bad) in comparison. I had three managers trying to get rid of me because I was showing up an entire division!!!! Right now, I have a narcissist for a boss who thinks I am evil because I make suggestions for improvement -- in his warped thinking improvement is impossible because he is god and I am just being evil to suggest otherwise. Get good and accountable management before you talk about making the employees accountable!
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  • Well...
    Zoopy
    No offense, but how do you/we know that *you* aren't the problem in that situation? You might be correct, but your tone is also consistent with what I've heard from bona fide primadonnas and performers who overvalue their own opinions.
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  • how do I know?
    countingdowntoretirement
    In the first instance, two of the managers were finally given one hour to get out of my office and were told to never set foot in it again. In the second instance, upper management removed almost all of the work and staff from the manager. I really am that good.
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  • Always some bad with the good
    radar5164
    I won't pretend to call Lindals' comments into question but won't go so far to say MOST Fed managers are morons. I joined Fed service after near 20 years private business experience and can compare the two pretty fairly, but I won't get into that here. The issue here is Feds rarely denied raises. Well that is very true. The real question is WHY? I retired from Fed service after 30 years (15 as a manager) and found denying a raise required more paper work and wasted time than most managers could resonable afford. On one occasion I denied a raise to a staff member and was brought uo on charges of discrimination. Lawyers with the Inspector General conducted an investigation and found the charges without merit.
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  • Always some bad with the good
    LindaL
    True true, but I got to say that, I have had 6 managers in my career. You might ask how? Well I had (4) in W&I due to upper management changes. There were 2 mgrs per 2 teams. Then I got picked up and was all excited about a new position in SBSE, well that excitement left quickly; perhaps anyone elseís too if they had a evil, malicious, hateful, spiteful so called mgr. To make a long story short, the woman, I found out was a mediocre agent anyway who got the job because none of the good agents whom upper management sought after didnít want the position and what I have seen with my own eyes, it must be the truth because of her lack of knowledge in management, technical and people skills. ---- In the end, all the stuff she tried to do to ruin me didnít work anyway. I got picked up in Large Business. ----Now I have a manager who is not only nice but she knows her business. ---I can honestly say that I have never heard her belittle or talk down to anyone. If anything she tries to help you be the best in what you do. The lady is extremely knowledgeable, respectful and the best manager. --- Yeah, I will agree that not all managers are morons, but 4 out 6 leads me to say that most managers in my book are MORONS especially that silly one in SBSE.
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  • Blind leading the blind
    Duck Hunter
    In my agency new supervisors are given a 3-day course on how to be a supervisor. There's a good deal of time spent on labor relations and documenting performance issues, and hiring methods, along with several dozen other topics. This is the only training managers get. They're introduced to the rating cycle, but there's no formal process for pairing a new supervisor with someone who actually knows what they're doing so they can learn the tools that are available to them to manage and reward superior performance. I didn't realize it at the time, but I was fortunate enough to work for some of the best managers my agency has to offer, and as I've moved up I've been astounded in many cases at what my peers do not know, or worse, assume about what can and can't be done under our performance system. In most cases these individuals were simply left to figure out the system on their own (this isn't a problem unique to the government). The article brings up denying step increases, and even though I feel like I've gotten a good education about our performance system, I spent several years as a supervisor before I discovered (on my own) that a step increase could be withheld. Congress has considered requiring federal supervisors to get more training when they enter supervisory positions for the first time, and whether or not Congress ever winds up legislating that, I certainly agree that it's needed.
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