There is no reason why you shouldn't enjoy your job, except for the whims of your bosses - Work Special

 Last week, we had a young lady on work experience at the studios and a local handyman doing some repairs. The pair of them hit it off, as you may well surmise from this post on our instagram

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Later on in the afternoon, my friend who is the handyman, who has just retired from a long career working in London on the maintenance team for one of London's most prestigious organisations commented that he was enjoying working at the studio and had never worked anywhere as chilled or relaxed. It got me thinking about the various 'proper jobs' I had in my life. For the first 15 years of it's life, Mill Hill Music Complex was a not for profit musicians collective, with any profit being ploughed back in to enable us to have the best gear to rehearse with. In 1994, I embarked, with new partners, on an ambitious 15 year plan to build it into London's pre-eminent independent music rehearsal complex. I will leave the success of that scheme to other to decide. My plan was to retire from my more sensible career in 2009 and concentrate on music. It didn't quite work out like that, taking another eight years.

In my career in IT, I worked for a range of the best known companies in the UK. I don't talk about it too much, not least due to non disclosure agreements etc. But my friends comment made me think about the places I worked at. The first IT job I had, I started 40 years ago in October, for SPL International. This was one of the UK's top software companies at the time. Rather bizarrely, I started on a Friday. The reason? There was a team booze up and curry at lunchtime. My boss wanted me to meet the team. I ended my first day fairly bladdered. On Saturday, when I sobered up, I realised my first day had consisted of turning up, going for a curry, going to the pub and staggering home at 9pm.  I wondered if I would still have a job when I got in on Monday.

I was surprised to find that no one batted an eyelid. The job was a joy. I was 21 and so were many of the people I worked with, as the firm took 40-50 graduates a year. There was a work hard, play hard mentality. Many were doing their first job and were fresh out of University. The company actively encouraged us to socialise, whilst making it clear we had to work when work needed to be done. I was never pressured to work. Often, I'd find work for myself. If I had nothing to do, I'd help Ted, the Maintenance guy, to fix doors etc. I also got a strong grounding in the job. The atmosphere was relaxed and the firm gave the team cash every month for a team booze up. 

After about a year, disaster struck. Another software company called System Designers bought the company. There was a different culture. After about a year, I was informed I couldn't contune to do my job, as they only employed Graduates and I was too thick. So I went off to new pastures new. To my horror, I learned that not all offices are the same. In some, an air of mysery pervades, only cushioned by a doubling of salary. In truth, the work was amazing and I enjoyed that, but none of the miserable buggers ever wanted a beer after work. After my then boss tried to humiliate me when my father unexpectedly died (yes really), I'd had enough. I left for a far less interesting job, where a mate worked and they liked a beer. A 30% payrise again cushioned the blow of not being the top man on a brilliant project, but I had good work and it was pleasant. After 18 months, I'd had enough of the less interesting work. I got another job, with another 25% pay rise and even more boring work. Sadly there was not much of a team spirit. After around 3 years, they had a voluntary redundancy scheme and gave me around £12,000 to go. This meant I could travel, which had been my long term plan.

I arranged a leaving do and a mate offered me a short term contract with a 50% pay rise. Seemed like a no brainer to delay the travel for 9 months, which turned into 18. The work was hell, the environment was hell, but I earned a lot of cash so was happy. Then I travelled for three months.

When I got back, I got a six month contract, at the same money. It lasted 14 years and was good work and a wonderful working environment. When it finished, I went elsewhere, and it was well paid, but a bit grim. In 2012, I decided the time had come to end my IT career and focus on the studio. Sadly, the building project for our new studio went very badly, took a year longer than anticipated and by 2013, I had run out of cash, so got a very good IT job at Lloyds bank, to tide me over. It was a great environment and wonderful work. In late 2015, a mate persuaded me to join him elsewhere. I was promised riches, stature and interesting work. I jumped and it was the worst thing I ever did. The project got cancelled, the atmosphere was terrible and after 18 months, it finished. The only good thing was the finances were sorted and it affirmed that my love affair with IT was over. 

So what was the big lesson I learned? It was that it makes no difference at all to your productivity whether you are happy or miserable. However, if you are happy, you tend to stay longer and live longer. Why would anyone ever choose to be miserable, when they could be happy. Some bosses try and make a good environment. I am going for a beer with one of my good ex bosses tonight. A man I respect. There are some I'd run a mile from if I saw them. Some times it isn't the boss that causes the problems, just a toxic member of staff. Whatever it is, if it isn't working, I'd start looking for something else. 

Of all the bosses I've had, the worst of all was perhaps the most surprised when I left. I had a s debrief from HR (or personel as it used to be called). They asked why I was leaving. I told them that I couldn't work for someone who delighted in upsetting people. To my surprise, they said that no one had ever said this about the individual before. I asked how many people had left the department in the last six months. The answer was about 1/4 of the team members. I pointed out that they were all newer members of staff and bright. It was clear to me that they couldn't stand the work environment. They said "The department has always had good staff retention". I replied that it didn't have now. If you are not holding on to staff, especially new ones, you should be looking at why. It costs money to recruit. I don't think a drinking culture is necessary to have a good work environment. When I worked at Lloyds, we did things like entering fun runs, going to comedy clubs and doing other team events. There was a scheme where staff could be appreciated. As I was in management, I always exploited this too the full and several staff told me it was nice to be appreciated. Another manager told me that he didn't bother because staff should "just do their jobs". It was missing the point and if the company was willing to buy your team a curry or a key staff member a hamper for doing a good job, then take it. 

I have realised that good leadership means happy staff, staff who stay longer. It may or may not improve productivity, but as stress is bad for health, it is the sensible thing to do. When here is no reason why you shouldn't enjoy your job, except for the whims of your boss, make sure you work for  a boss who's whim is to make you happy.

Why are companies seeking staff so unprofessional?

I was recently contacted by a recruitment company looking for IT consultants in the field I used to specialise in when I did IT contract work. I stepped away from this in 2017, to concentrate fully on my music related business, but the last couple of years have put a massive strain on my business and whilst I am not actively seeking work, I had decided that if a suitable opportunity came along, I would consider it. I didn't really do very much about this, however last month I was contacted by a recruitment agency, who had seen my Linkedin profile and found a match on a couple of key words from a brief they had. 

They asked me if I was interested and I said I was. The position was a good fit and an interview was soon fixed up. I was told this would be a technical interview, to ascertain whether my skill set was appropriate. in my former life as an IT consultant, I had participated in many interviews, usually as a technical specialist trying to ascertain the elegibility of candidates. One of the key things I always remembered when interviewing prospective candidates was that they were also interviewing me. If we wanted them, it was because we perceived that they had a positive contribution to our organisation. The area I worked in was fairly niche and generally if you didn't know the candidate, you'd know someone they knew.

I was informed that I'd be interviewed by the client on a TEAMS chat. I'd never had such an interview before, but the world moves on. I've been on hundreds of such meetings over the years, so this didn't really surprise or spook me. At the appointed time the meeting started. There were two people from the client. We said hello, then they stopped their video feed, so I couldn't see them. They proceeded to ask me some of the most ridiculous questions I've ever heard. As I tried to answer them, I thought to myself "If I was with someone and they were asking a candidate these sort of things, I'd be embarrassed". One question was along the lines of "If you were to do this (a very stupid thing, which you need to understand the technology to understand), what would happen". My response was that, as I had made a career not doing such stupid things, I had no idea, but it would clearly have a very bad effect". I realised that perhaps they were asking because one of their staff had done this. Wherever I've worked, we set up processes that ensured such stupid things weren't done. I added this comment. They persisted "Ah yes, but if you did do this, what would happen". It is like asking someone "If you are driving on the motorway and you decided to shut your eyes and count to 30 before you open them, what will happen?". All manner of things may happen, but any sane person wouldn't do it. After each answer, the interviewers muted their microphone, for a fairly lengthy period, clearly having a discussion, although as I couldn't see their faces, I had no idea of what was going on. I felt this to be extremely rude. 

After about 30 minutes, I was told that the interview was over. I was less than impressed. An hour later, the agent who'd contacted me called back. He asked how I thought it went. I told him that I had no idea really and I thought some of the questions were rather stupid. I assumed that this was the end of the matter. A week later, I got another call. The client wanted a second interview. Given my irritation with the first interview, I stated that I'd only do it if it was not with the same two interviewers. I was pleased to be informed that it would not be. I was reassured that someone sensible would be participating. A new interview was scheduled and so once again, I found myself on a Teams call. To my annoyance, it was the same two chaps that I'd spoken to previously. There was no 'sensible' person on the call. The same pattern of no video call and muted conversations, to discuss my answers to the banal questions. 

After another 30 minutes, where I was getting increasingly exasperated, the interview finished. That was a couple of weeks ago. I've heard nothing since, despite the agent promising me "full feedback". By the end of the second interview, I'd decided that if I had to work with the people who interviewed me, it would be a nightmare and I really didn't want the job.  I was hoping that the agent would call, so I could give my feedback to them. I am in the lucky position that I don't desperately need the job. It would have just enabled me to tie up a few financial loose ends and move my other plans forward. 

But the point for me that really needed making was just how unprofessional the whole process was. I've spoken to friends who have been through the same process recently, on both sides of the process and it is pretty clear that there is a lack of professionalism in how some companies and agencies are doing their business. If you run a company and you are conducting interviews, here are a few pointers for what I believe are the minimum standards.

1. If you are using teams, ensure that videos are used, so people can see each other. Only mute microphones if there are background noise issues. If there are only 2-3 people on the call this should be unnecessary.

2. Ensure that people conducting interviews are competent. If suitable technical resources cannot be secured, then do not simply get people to google a few questions, when interviewing highly specialised staff.

3. Provide feedback from interviews, it is a common courtesy if people give up their time.

4. If candidates are unsuccessful, inform them ASAP so they can look elsewhere.

5. If candidates express concerns about the process, take these on board. Do not simply make them endure the same thing again.

What was perhaps the most frustrating aspect of the whole process was the fact that it was pretty clear to me that the people I was being interviewed by were people who had little clue about the actual job they were interviewing someone for. They couldn't answer my questions and were unable to have what I consider to be the usual dialog that one would expect when being interviewed for a highly specialised role. Given certain events that have since transpired, I am rather glad that I didn't get selected, but if anyone from those involved in the process see this, I hope they take these comments on board. It is extremely unlikely that myself or any of the people I know would entertain dealing with them, given my experience. 

How to deal with a difficult colleague at work

I am sure we've all been there at some point. You find yourself working with a difficult colleague. There are all manner of behaviours that can be described as difficult, but I am referring to people who seem to have a personal agenda against you, for no apparently rational reason. It happened to me on a couple of occasions in my career working as an IT Consultant. The first time was when I was working for a very large telecoms company in the mid 1980's. I was lucky to have achieved a management position in the organisation by the age of 24. I had no experience of managing people, but I was lucky in that my family had run businesses for many years and they would offer sensible advice when I found myself having problems. The team I was managing was responsible for implementing and running a new national ATM network, which our company had the contract to deliver. It was a high profile project and I got the job as my previous employers were the software supplier and I was only one of three people in the UK who had any experience of the software. I had installed it on the companies in house system. The technology was new to our company and they offered me a management post as they felt it was vital to ensure the project was successful.

Our team worked very hard and as the go live day approached, there was a degree of nervousness, although I had every confidence in what we were delivering. The whole concept of sharing ATM's was new in the UK and the members, which included many major building societies and smallerbanks, saw it as a key plank in their strategy to take on the established big four banking giants. TV advertising campaigns were planned and we couldn't afford to screw up.

I was very focussed on making sure that the team of operators knew how to run the system 24 x 7 and the technical staff new how to manage and use the software. I though all was going well, until one day, as I was leaving the office, I bumped into another member of staff who was entering the office. I gave them a friendly nod and said 'Hello'. To my shock, the person replied 'We are not in the office, don't talk to me, I can't stand you and I will do everything I can to see you fail here'. I was completely gobsmacked. I'd not had any problems with this person before, they had always seemed friendly. I decided to do what I always did at the time when there was a work issue. I went around to my parents and asked my father for some advice. My father had a lot of experience of dealing with people. He had been an officer in the RAF during the second world war and had run a car repair business for several decades. Many of his staff were the local hoodlums, but he was a strong character and kept them all in order.

He suggested that we adjourn to the Mill Hill Services club, where he was a member for a pint. This usually meant that he was going to give me some advice that he thought my mother would disagree with. After beers were procured he said "How old is this fella?". I replied "About 40 I guess". He then said "How long has he been with the Company?". I replied "A long time".  He then said "And he's at a lower grade than you?". I replied "Yes". He then said "Well he's jealous that you've swanned in and are telling him what to do". On reflection that seemed quite obvious. He then said "Can he do your job?".  I replied "No". He then said "Is he any good at his own job". I replied "He's steady with the stuff he knows, but doesn't pick things up very quickly". My father laughed and said "You'll come across a lot of characters like that, they are not much good and resentful of people who are." I then said "So what can I do about it?". He replied "Well those sorts can be hard to deal with especially in big bureaucratic organisations". He added "In the air force, we'd send them on courses and then get them transferred to other jobs where they could use their new skills, but I guess that's not an option." He then added "First thing is he said he doesn't like you, that's fine, many people hate their boss so forget about that. If he says anything else just say 'I'm your boss, you are not supposed to like me, you are supposed to do what you are told and if you don't like it find another job" He then said "But he also said that he'd do everything he can to shaft you. The only way he can do that is to damage the companies business. So what you need to do is take him to one side and explain that the only way he can undermine you is to damage the company and if he does that, then he will find himself subject to disciplinary proceedings. Thank him for informing you of his plans. Inform him that you've not mentioned this to HR, but if there is any evidence of him seeing out his threat, you will have no choice but to take action to protect the company business." He then added "Remember that every decision you make with regards to your staff, has to be framed on the basis of what is best for the company".

The next day, I followed the advice. I worked until the late shift arrived and then took him to one side and said exactly what my Father advised. The reaction was not good. He snarled "Just who do you think you are talking to me like that? I've been here for years and I'll be here long after you've gone". As my father advised I replied "Let me remind you of who I am. I am your boss in this office. Whether you like me or not is irrelevant, your jobs is to do what I instruct you to. The company has appointed me to do that and if you have a problem with that, fine, I am not employed to be your friend". I then said "Tell me, can you do my job? Do you know how the software works, do you know anything about ATM systems". He replied "No". I then said "Then you really don't have any reasonable grounds for resenting the fact that I am running the project do you?". He replied "It is not right that someone can walk in and get a job that people who've been here years should have got".  So I said "Tell me who else in the department should have got my job andn who else could do it?". He then said "No one, but you should not be a manager". I then said "Ok, tell me, as a manager what mistakes have I made. What should I have done that I haven't". He replied "You don't get it, its not what you are doing. It is the fact that you've walked in and other people have been here for years and have not been promoted". So I said "Ok, so you don't like me, you are jealous because I've done well, you admit that I have the skills to do the job and you can give no criticism of my management skills". At that he said "I can't stand jumped up ***** like you who think you are better than the rest of us". I replied "That is your opinion and you are entitled to it. Do your job and we'll be fine, I don't want a birthday card. But if I find you've done anything at all to undermine me, the next chat we have will not be private".

About four months later, the project had gone live and our group was recognised as having done an exemplary job. As was the way with the company, I had to give the staff appraisals. This meant typing up my opinions of the various members of staff and giving them marks out of five. The project had been fraught, and as it was running, the stress levels had subsided. When I thought about it, I realised that the person I had a problem with had actually done a very good job. I had watched him like a hawk, but he'd been very professional. As a result I gave himself an excellent appraisal. When I gave him this and we had the 'conversation', he expressed surprise. His first comment was "are you trying to get on my good side now". I replied "No, I gave you an honest appraisal of your work. All of our problems have been raised in private, and have not affected anything. I will give you one piece of advice. When you focus and get on with your job, you are very good. It seems to me that the reason that you haven't got on is because you've rubbed people up the wrong way and are seen as difficult. If you put that to one side, you'd probably have got what you wanted years ago". After that, I had no problems with him

I learned that when you are dealing with difficult people, the best approach is to be professional and focus on how the issues affect the business. Do not get dragged into personal issues. Toward the end of my IT career, I was doing some work for a bank and found myself on the other end of a difficult project manager. It was pretty clear that the guy didn't like me. As a technical consultant, he would ignore my advice then blame me when things went wrong. Fortunately by this time, I had the experience to figure out how to deal with such people. The guy had the habit of sending long, withering emails demanding information half an hour before the weekly project planning meeting. He would then berate people, usually me, for not doing what he'd just asked them to do. I am fortunate that I can type quickly (years of practice for writing a blog). I would immediately respond with a full summary of what he asked. 

At one meeting, with all sorts of people attending, he launched into the usual tirade. I then said "But I sent you a response to all of this when you emailed me. It is all explained, didn't you read it?" He responded "I don't have time to read everything". I probably shouldn't have, but I responded "Surely if it was important enough to raise here, it was important enough to read the email you asked for, which had all of the points you raised covered".  I learned to respond to everything he asked, be it verbal or by email, with an email and to copy in all stakeholders. At one meeting, he suggested that this was being done to undermine him. I responded that I thought he'd be pleased to have a full response to the points raised and have it shared with all business partners. I then asked what was contentious or undermining in the email, the answer, of course,  was nothing. My colleague had dug himself into a large hole and didn't have a leg to stand on. As the project was a high risk project, affecting the organisations key business, the awkward individual was quicky replaced with a far more professional individual. It transpired that the individual I had issues with was suffering from stress due to the project being a far more difficult management task than anything he'd previously managed and he was simply seeking a scapegoat for when it all went wrong. This only came out a long time after the event, but it vindicated my approach.

So to sum up, the key takeaways from these experiences are.

1. Keep calm and seek advice from someone with experience who you trust.

2. Separate personal and professional issues and make sure you frame any issues or complaints you may have in terms of how they affect your companies business. 

3. Keep and audit trail of your actions and the actions of the other party.

4. If someone is behaving in a hostile manner, ensure that you have a reasonable response to hand, if at all possible.

5. If you get unreasonable requests made at short notice, make sure that, make sure you have a note of when the request was received and get a date for when the response is required. 

6. If someone is making your life difficult it is more likely to be because they are having problems rather than because of anything you have done.