Page 31 - That’s Crazy ebook

pkw

So, as I took on my new challenge of developing an operational

manual, I had to pull in my main cohorts, whom I had hired away
from the first company I worked in. We came in on the weekend and

created an operational chart which included policies and procedures
and how we were going to function within our division. By that

Monday, we had reproduced and provided copies to the owner and

the new vice president.

By then my immediate supervisor had gotten whiff of what was

going on and wanted to meet with me. She called me into her office
and decided she wanted me to agree with her taking her power back

and that she would now interact directly with the new vice president.
I agreed with her for the moment until we were sitting in front of the

new vice president's office meeting about our supposedly agreed upon
the new arrangement.

She began to tell the new vice president that she and I had met
and discussed that it would be best if all the work would begin to flow

through her. I knew in my gut that it was not going to work, especially
since I had created the groundwork for the division to grow. So, as

she was telling her this, I interceded and stopped her immediately in
her tracks. I told the new vice president that I did not agree with my

immediate supervisors arrangement and if this was going to be the

arrangement I refused to work directly under her because I felt I could
not effectively perform my job with my new supervisor in her current
role.

17