Merry Christmas: You Get Another Ride on the Management Merry-Go-Round

‘Round and ’round it goes, where it stops nobody knows. And you thought the sheriff wasn’t thinking of you during this season of caring.

Stability, consistency, and continuity are all necessary to a leadership in a successful environment — Be it in business, law enforcement, or virtually any industry. The constant disruption of management and management practices for no apparent logic based reason is not a good thing.

Now granted there is a certain consistency in the practices of how our sheriff assigns her management staff — but as usual she has it all wrong. I sincerely doubt we’ll find a successful, well run, stable anything where the entire management of nearly every division changes on an annual basis — or simply at the whim of the Merry-Go-Round operator.

Along with the promotion of three incompetents (two of which we recently went into detail about) to add to the moral and structure of the office, a whole bunch of  divisions will be seeing, yet again, new lieutenants and captains assigned to them. The implications are downright disturbing — just as you’re getting used to your new management team in your division, you get thrown off your pony and there you go, a whole new set of priorities, management skills and philosophies and who knows if the project you spent the last 8 months putting together will be laughed right out of the new management’s office. God forbid if you get one of the sheriff’s pets… you will get whatever they deem to give you, which probably won’t be much.

Going through the list, virtually every one of the captains and lieutenants have been in their positions for less than 5 years, some only a year; and some have been moved every year for the past several years. What kind of skill set do you think they’re able to develop? What kind of expertise can they develop where they can take on the hard questions of their assignment?  Walking into a new division every year… a new set of problems you get to walk into midstream, the potential for dropped projects, lost information, and things just not getting done because you’ve not been made aware. A new team, doing a new job, both of which you now have to learn. All with the understanding, next year, you’ll likely be somewhere else.

Could you imagine Microsoft changing their tech managers around every time Satya Nadella got bored? Or Apple tossing management names in a hat and randomly pulling assignments through out the company because Tim Cook felt like the managers were too skilled and efficient where they were working? That’s about what this constant shuffling of management personnel does.

And since we know, she’s not always promoting the most brilliant among her personnel, can you imagine the increased level of incompetence? Managers who don’t know what to do often do absolutely nothing. There’s been more than one story about more than one captain or lieutenant hiding in their offices or worse, just disappearing during the day.  Just about the time they’re getting comfortable, we hope, they’re getting launched into a new situation, new job, new problems, new knowledge base.

The quality of promotions is often, not always, but often very questionable. But to compound the problem by playing musical chairs with the captains and lieutenants positions on an annual basis would confound even some of the best on any job.

Speculation is this is how the sheriff keeps anyone from gaining too much “power” through both knowledge that she may have to bow to and loyalty of the deputies to a captain or lieutenant who may be in place too long.  That this keeps her management unstable and reliant on her and her uppermost 4th floor shills for final decisions in virtually every aspect of their jobs.  We do know that some aspects, such as training requests, are so micromanaged that even the most basic and expected requests for training has to go all the way up to the fourth floor for approval, lending this theory some credibility.  These speculations may or may not be true, but I certainly can’t figure out what logic there is to this annual event that is of benefit to the deputies, the mid-level management or the taxpayers in general.