>  CS> The young man did not do well but that was just a symptom first evident
 >  CS> what later showed to be a main work ethic problem.
 > 
 >   This is something I see more and more.  People want a cheque but they don'
 > want to work.  My job (well, the job in parking in general) is one of the
 > easiest and best (most of the time) yet so many people that go into security
 > seem to think they will just sit behind a desk in some cozy office and do
 > nothing all day.  We are out in the field and so long as a person does their

Yup.  They should have a disclaimer on the IT rate about having to be able to
handle heights but they do not.  The pics show it all as indoor 'sexy
workplace' with computers.  Once they get in, the find they have to do
antenna maint up on the mast.

I can understand the ex-DP now 'IT' on this as they didnt expect to have any
work outdoors, but the ex-RM now 'IT' has little excuse.  Current IT's who
came in after the combination have little excuse if they want to stay in the
rate.  I'll grant you that not all 'can handle heights' but if you want to
stay in as an IT, you need to be able to do that.  I've described before me
hanging upside down in horrible heat with duct tape holding my glasses on. 
It's not a joke, it really happened.  I HATE fanwire maintenance time. 
Fortunately on the ESSEX, they are much easier to reach than on an LSD.


 > job I have no complaints.  But we whiners about it being hot/cold, wet/dry,
 > walking, etc.  I tell people straight up when they start working the conditi
 > and if they don't want to do that let me know now.  There are no hard feelin
 > since different people are suitable to different jobs.  I don't try to force
 > round peg into a square hole.

The downside of military is you get what you get and have to figure out how
to work with it.


 >   Back to setting the example a second.
 >   I had a super several years ago when I was temping with residence services
 > the summer.  This one fella was rising though the ranks and at that time was
 > supervisor yet was right in there working with the guys.  His boss told him 
 > was not to do that.  I can't recall her exact words but something along the
 > lines of not being managerial and wasn't seen as an authority figure.  He sa
 > he got more work out of his people by working along side them than sitting i
 > an office issuing orders.  :)

In fact, they *both* have a point.  There's a fine line that has to be
worked.  The guys need to know when the going gets tough, the boss will get
right in there and help.  He can't however afford to 'just be one of the
boys'.  One day, he has to direct them to do something thats needed and he
will have other work and they will not understand.  

It's got a name.  It's called 'rise til you fall down'.  Most folks never
rise above middle management because they do not know when to let go and
become bogged down in the mundane which isnt why they were hired to *manage*.

Had a new Chief last year who had problems like that.  He was so busy
'helping the guys fix their gear' that he was so late on writing the awards
they deserved, they didnt get any.  Instead of reworking their evals, he just
passed them up (I got stuff like 'he done gud').  I wrote awards for his
transferring star player, who of course looked glowingly at his Chief for
doing such a nice thing (never knowing his 'Chief' was too busy to submit in
time and i caught that one, but sadly not some of the others).  He was so
busy fixing gear and helping do maintenance, he failed to submit names of his
folks for schools they needed, so the only ones who went, were ones i picked
out and ran all the paperwork for, not as many as could have gone.

I was managing 325 people.  He had 16.  They loved *him* and 'hated the navy
as it didnt give awards or schools'.  Think about it. There's a fine balance
that is needed.  A good man, but essentially a First Class in Khaki.  A good
First class, dont get me wrong, but not really a Chief.
         xxcarol


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