44. Long Road to Manager

I had to take the managerial promotional exam repeatedly and took over 10 interviews. Well, it was all my fault. I was on the fast track to become a supervisor. It was so easy. I got cocky and looked down on the others. I often challenged the presenters or the upper management during the meetings and conferences. I gave them the opposite perspectives and bring up the new ideas. It would delay the meetings and sometimes the implementation of the new procedures.

 

Gradually, I sensed some folks put the distance with me. They did not call and include me in new projects. Even though I was rebellious and challenging, I was still able to keep my position and got some respects. My unit always met or exceeded the goals. I put the upper management’s request as my first priority. If my boss wanted something done, I put aside what I was doing and worked on it.

 

One of the benefits of being civil service is the punctuality and flexibility. I went and left the work on time. I had 4 weeks of vacation a year in addition to the holidays and sick leave. Management was not subject to 40 hours a week. I could go to work late and leave early if needed and did not have to use my leave time. Plenty of people in managerial positions took advantage of it. I did not. I wanted to move up fast. I also went to work on time and let the others take time off before or after holidays.

 

Soon after I became the supervisor, I got a new manager, Diane. She came from Home Office in Northern California and Los Angeles office was new to her. Due to the substantial increase of workers’ compensation claims, we had tons of work to catch up. When the benefits and medical bills were late, we had to pay penalties. Los Angeles office was on the top of the list with huge penalties.

 

Diane later told me that she felt a sigh of relief when she saw my car in the parking lot in the morning. We made a good team and took care of the business. She picked me for the supervisory award that year.

 

The company had managerial conference, claims meeting, twice a year. Claims managers and supervisors of all district offices attended it. It was an opportunity for us to see people from other offices and shared the ideas. I saw a friend who used to work in my office at the conference. I shared my frustration of not being promoted to the manager position with him.

 

He asked if I wanted to know why. Then, he advised me not to be so vocal during the meetings. He said I should give them my ideas discreetly after the meeting in private settings. He also said the upper management valued the ability to cooperate and work with others. It was a wake-up call for me. I looked back and realized what I had done to myself.

 

It took me some efforts and time to change my image. California went thru workers’ compensation reform in late 90’s. I volunteered and participated in writing the training manual and teaching the workshops. We divided California into three regions and held the training workshops. I successfully completed this assignment. Most of us who participated in that project got promoted and I was one of them.

 

I took a long detour. The lesson I learned helped me to become the successful manager. A key to success at work is the good relationship. Matter of fact, the same rule applies to the family and friends. Good relationship goes a long way with every situation.