A Conference For, By And At The
Diary of a Shutdown
We also don't stock anything anymore. Anything that comes into the dock, whether we need it or not, goes right to the production floor.
The mailroom called me and warned me not to send over any big jobs until Wednesday because they will be short-handed until then. I actually thank them for the heads-up.
Joe Taft sends out inspiration via
Earnings for the second quarter were released this morning, and the results are very good. We've had another quarter of improved profitability and that's good news for all of us!
Every employee should be exceptionally proud of our financial performance. We are performing well and taking the necessary steps to ensure our future competitiveness. With a continued focus on business performance, there is no limit to the growth and opportunities we can create for all our stakeholders.
Congratulations on a great quarter!
I think that some training class that
these guys went to told them the most important thing is
communication. They should have told them the most
important thing is HONEST communication.
The euphoria is heightened when I read my e-mail that we achieved the schedule for the month. I am so excited that I run upstairs and shake everybody's hand, individually, and congratulate them on this accomplishment. To my dismay, several people are surprised that I am doing this and say, "It's been along time since someone shook my hand around here." And "We're not used to something like this."
Thank heavens Mike warns me about what's going on with Chris. He is turning down the transfer offer. I can't believe it. Mike also says that Dan is still keeping me in my new job and moving Chris to another spot, over his strong objections. I am amazed by this turn of events but I am glad that I have time to put on my game face.
Dan explains to me that Chris wants his old job back, but Dan made it clear that wouldn't happen. Then, later that day, he got a call, Chris had checked himself into the emergency room with kidney problems.
Dan continues; "Meanwhile, I get a call from management, they're furious. Chris was supposed to call them back with his answer that they assumed was yes all along. When I told Greg it was a no go, he said that he would rescind the offer."
I wonder what good 'rescinding the offer' would do after he's already rejected it? Sounds like classic testosterone response to me.
Whatever that means.
9:30 I haven't heard anything, so I remind Dan that we need to communicate to the production area the change in leadership and he schedules a meeting with Chris at 11:30 to discuss options.
1:30 Still no word from Dan and Chris
about notifying the work area of our upcoming
I burst out laughing as Dan just rolls his eyes. "He will talk to the production area tomorrow."
And I wonder what he'll say. I wonder
what I'll say.
Jill tells me George Kane has been acting strangely for the last two months and shifted even more the last ten days. "He talks about suicide, homicide, and guns. I can't calm him down." We have a meeting with HR and Security. They seem so reluctant but I am clear.
Dan tells me, "Too bad about Chris. He would have stayed if I had let him keep his job. But one last thing on this. It's not your fault, Elizabeth. I would have moved him no matter what."
It feels good to have someone take the some of the blame away from me.
At 9:30, Chris slides into the area and starts going to operators at their stations, leaning in and whispering something to them and shaking their hands. Not everyone gets this treatment and he walks past me twice without making eye contact. So, I decide that I'll go away. Everyone has their letting go rituals and this is his. Although right now it seems manipulative, maybe I can be philosophical about it later. Peter Koestembaum says that we only turn to philosophy when we are at a stuck point, so I think I am past due.
We have a meeting where we discuss the ever-shifting severance policy. After an hour and a half, we are only clear about one thing: If we screw up, it's completely our fault because HR has created so many loopholes that they can justify anything.
At the end of the day I realize the technicians are breaking all land speed records. So explain to me again how this plant got picked to be shutdown?
I realize now that it is impossible for a shut-down to be done correctly, by definition. Expecting a shut-down to go well is like expecting an illiterate to improve himself by reading a book on grammar.