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post #61 of 109 (permalink) Old 01-24-2009, 04:45 PM
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Originally Posted by Digmenow
"I'm not saying the current unpleasantness is President Obama's fault. He may well have all the answers that will save us from our misery.

I am speaking of one single act on his part that has been overlooked, I believe, with tacit approval. What can we expect to be overlooked next?

Both men made an error during the oath. The President spoke too soon, stopped and then repeated the first phrase properly. At that point, the Chief Justice took an extra beat. Maybe he simply forgot the phrase. Maybe he became distracted by the first error. We'll never know.

I have seen many reports on the CJ taking blame for his error. I haven't found any such admission from the President, even from Fox sources.

That the man who holds the highest office in the country will let someone else take the complete fall is a failure of character. It is a very small failure and possibly petty point, but it is a fact and it is his first act."




Perhaps the crux of Dig's dilemma lies in the mere fact Obama is a better politician than Bush and thus less likely to stir controversy. Does that make him better than Bush? Maybe, no guarantee there. It simply means Obama pays more attention to the voting masses, which was arguably Bush's most fatal mistake.

Last edited by Shane; 01-24-2009 at 04:49 PM.
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post #62 of 109 (permalink) Old 01-24-2009, 04:50 PM
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Bush got elected twice, he could care less what the masses could think after his second election. Did you notice how he and his team were playing the patriotism card right before the second election? It played well with the likes of Multipurpose but it eventually wore off (except for Multi because he's in denial).
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post #63 of 109 (permalink) Old 01-24-2009, 08:43 PM
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Originally Posted by mlfun View Post
Bear,
We've passed the music performance discussion about 10 posts ago. It's the free pass discussion now and frankly I am impressed by Dig's analysis and by LMSM's (NY Times) reporting of this little fiasco.
Remember many of the Obama folks are holdovers from the Clinton administration and we all know how upright and principled they all are. The removal of Whitehouse objects, petty firing of travel staff , these are all insignificant in the big scheme of things.
Now that is apples and oranges. I was one of the first to scream at Travelgate. And whitewater. And the way the Clinton healthcare plan was commissioned.

Now, perspective. Music, oath error.

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post #64 of 109 (permalink) Old 01-24-2009, 08:55 PM
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Originally Posted by Digmenow View Post
It's all about opportunity.

I am a store manager. It's my job to see to the petty things to prevent the big oops from happening. It's been drilled into me from my first day on the job. I get mocked here for focusing on the nit-picky stuff but but these are the foundations on which a career is established and they jump off the screen at me when I read them. I can't always see the big picture that many of you who have followed these things for a lot longer than I but I can see when something is wrong. I know where it can lead. So I post about it.

Every pass that President Obama gets now will lead to an expectation on his part that he will become more and more immune to any criticism. President Bush was roundly criticized for everything, big or small, and chose to ignore it. By most accounts, President Obama is a better man than that.

Let's call him on the little things now so that he'll realize that he'll be called to account for the big things later on.
I got thinking about this last line, and your store manager analogy while driving back from Ohio this afternoon. After a stop at Ikea I realized it was actually an excellent analogy.

You say "It's my job to see to the petty things to prevent the big oops from happening." That is correct. Those petty things you look at are integral to the workings of your store.

Now, let's expand. I can guarantee that I can come to your store and do an analysis of it and come up with a very anal list of items that are wrong. You could and would argue that most were just nits and were fully insignificant and irrelevant to the running of a profitable store...and you would be correct.

But, if you are given a pass on those things, you will have an expectation that you will be more and more immune to criticism. So, insignificant, irrelevant or not, I will call you on them just to teach you a very good lesson and so you will know that you will be called on everything, significant or not in the future.

I would imagine that you would find those conditions unreasonable. If they came from your management chain, you would, most likely look for a job where they treated you like a professional.

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post #65 of 109 (permalink) Old 01-24-2009, 09:04 PM Thread Starter
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Originally Posted by mcbear View Post
I got thinking about this last line, and your store manager analogy while driving back from Ohio this afternoon. After a stop at Ikea I realized it was actually an excellent analogy.

You say "It's my job to see to the petty things to prevent the big oops from happening." That is correct. Those petty things you look at are integral to the workings of your store.

Now, let's expand. I can guarantee that I can come to your store and do an analysis of it and come up with a very anal list of items that are wrong. You could and would argue that most were just nits and were fully insignificant and irrelevant to the running of a profitable store...and you would be correct.

But, if you are given a pass on those things, you will have an expectation that you will be more and more immune to criticism. So, insignificant, irrelevant or not, I will call you on them just to teach you a very good lesson and so you will know that you will be called on everything, significant or not in the future.

I would imagine that you would find those conditions unreasonable. If they came from your management chain, you would, most likely look for a job where they treated you like a professional.
Nice write up except the final zinger does not apply since the president is not under any direct management.
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post #66 of 109 (permalink) Old 01-24-2009, 09:49 PM
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Quote:
Originally Posted by mcbear View Post
I got thinking about this last line, and your store manager analogy while driving back from Ohio this afternoon. After a stop at Ikea I realized it was actually an excellent analogy.

You say "It's my job to see to the petty things to prevent the big oops from happening." That is correct. Those petty things you look at are integral to the workings of your store.

Now, let's expand. I can guarantee that I can come to your store and do an analysis of it and come up with a very anal list of items that are wrong. You could and would argue that most were just nits and were fully insignificant and irrelevant to the running of a profitable store...and you would be correct.

But, if you are given a pass on those things, you will have an expectation that you will be more and more immune to criticism. So, insignificant, irrelevant or not, I will call you on them just to teach you a very good lesson and so you will know that you will be called on everything, significant or not in the future.

I would imagine that you would find those conditions unreasonable. If they came from your management chain, you would, most likely look for a job where they treated you like a professional.
You have fairly correctly described the workings of a successful retail operation. I am the seat of responsibility. There already are very anal lists of things that have to be right and can easily be found wrong. I am prepared for that eventuality during every visit. I know where the skeletons are try my best to attend to them. I don't always touch all the bases and when I don't, I'm called out.

Please pay careful attention to this next hypothetical yet "inspired by actual events scenario".

It is quite possible that I might give direction to my management staff that is unclear or confusing and it causes them to make an error. If that error is discovered by a visiting exec, he might blame the manager who admitted to making the error but also made no excuse, thereby leaving me in the clear.

This is when my character as a professional manager (or just an honest man) comes into play.

1. I can keep my mouth shut and let the manager who has already admitted the error to take the heat while I get off clean

or

2. I can step forward and explain that while the manager knew the correct way to complete the task, my initial command error confused him and he then tried to make the best of it. I am at fault through my initial error and therefore, I am to blame or at least deserve a share the blame.

Who would you rather have as a leader?


You were an Air Force Major, correct? Adapt the above hypothetical to an instance in your career (if at all possible) and tell me, how did you command?

Quis custodiet ipsos custodes?

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post #67 of 109 (permalink) Old 01-24-2009, 10:04 PM
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Originally Posted by Digmenow View Post
You have fairly correctly described the workings of a successful retail operation. I am the seat of responsibility. There already are very anal lists of things that have to be right and can easily be found wrong. I am prepared for that eventuality during every visit. I know where the skeletons are try my best to attend to them. I don't always touch all the bases and when I don't, I'm called out.

Please pay careful attention to this next hypothetical yet "inspired by actual events scenario".

It is quite possible that I might give direction to my management staff that is unclear or confusing and it causes them to make an error. If that error is discovered by a visiting exec, he might blame the manager who admitted to making the error but also made no excuse, thereby leaving me in the clear.

This is when my character as a professional manager (or just an honest man) comes into play.

1. I can keep my mouth shut and let the manager who has already admitted the error to take the heat while I get off clean

or

2. I can step forward and explain that while the manager knew the correct way to complete the task, my initial command error confused him and he then tried to make the best of it. I am at fault through my initial error and therefore, I am to blame or at least deserve a share the blame.

Who would you rather have as a leader?


You were an Air Force Major, correct? Adapt the above hypothetical to an instance in your career (if at all possible) and tell me, how did you command?
I agree with fully accepting responsibility. And we don't know whether or not Obama did that. We only know what has been said in public. Notice that nuance. For all we know he fell all over himself apologizing to Roberts. But since he, and most folks consider it such a minor issue, it was not a reason to set up a press conference.

Now, back to your analogy. You said that you know where all the skeletons are and if you don't touch all the bases, you are called out. That is part of the job. And all of those skeletons, I assume are part of making the job work, making the store function and making money for the company.

What I spoke of, my anal list was, if you read what I wrote a list of completely insignificant things that have nothing to do with how your store works, how your profits are generated, how your job functions. My list is just random nits that are completely meaningless to everything about the job or about the character of you the manager.

Now, re-read my previous post with that clarification.

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post #68 of 109 (permalink) Old 01-24-2009, 10:06 PM
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Nice write up except the final zinger does not apply since the president is not under any direct management.
The President has 300 Million direct managers.

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post #69 of 109 (permalink) Old 01-24-2009, 10:09 PM
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You were an Air Force Major, correct? Adapt the above hypothetical to an instance in your career (if at all possible) and tell me, how did you command?
Actually, to clarify this part, I tended to have fire directed at me whether I had made the initial command error or not. Part of my job was fully insulating my team from those above me. Key word: FULLY.

So even if Lt. Harris screwed up because she failed to account for expansion, noone outside of the team ever knew that or if they called her on it, they got to deal with me for not addressing it with me.

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post #70 of 109 (permalink) Old 01-24-2009, 10:15 PM Thread Starter
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The President has 300 Million direct managers.
Ah, the shareholders.
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