When Life Gets Bad, Lower Your Expections Until It Gets Better

Not long ago the leadership team at TerryTelco.Com was instructed to go to an HR-sponsored "leadership training". During this training we were instructed on the virtues of repositioning our thoughts and feelings about different situations and how this could be done in such a way as to be to our advantage. At first this seemed to make sense until it turned into an L. Ron Hubbard Dianetics seminar. The instructor told us that in essence, it was our minds getting in the way of our happiness at work, as well as perhaps a lack of progress. What we needed to do is one of three things:

1) Accept the situation.
2) Think more positively about the situation until it made us happy.
3) Leave.

Since the first option was counter to what the seminar was on, we skipped that one. We also conspicuously skipped the third one: no one ever leaves TerryTelco.Com, right? Finally, we dug into what the second point -- the brunt of his thesis -- was. So he gave us this example where we had to think of a situation that was seemingly impossible, and to think more positively about it. Magically, those of us that have not been brainwashed through 30 years of employment at TerryTelco were amazingly unconvinced. This is rediculous, right? It gets better. One of our more outspoken colegues decided to give an example of how this was complete and utter bullshit. He explained why one of the systems we were made to use was well, I will not use the actual term he used, so for lack of a better term let say he called it "a sham." When he explained that there was no way in hell that thinking better about this system could make it better, the HR representatives blinked in utter puzzlement. Then they looked at each other, much like two deer might in the woods, smiled then completely ignored his point and re-explained his original point as if our colegue was daft and just didn't get the point. When I looked around the room, I noticed that the other Terries in the room were too shocked. Afterall, whatever HR feeds us is good -- don't resist, is apparently the mantra for Terry.

When our colegue re-explained his point -- using a much louder tone this time as he is known to do -- the HR people looked at each other with even more confused and then frightened looks. At this point I really thought they would call security and have him taken away to the HR centre to have his brain 'fixed'. Fortunately that didn't happen. We left it at that and continued on to the next section of rediculous training.

Terri-Tastic!

The title of this post really has the opposite of what you might think. Terri-Tastic has more of a negative meaning than anything else. For example, when you sit through a one hour meeting, where the first 15-25 minutes is spent figuring out how to get everyone on the call, saying hellos and general small talk, getting the silly collaboration "tools" working, planning for the next call, etc... and then you finally have the discussion where absolutely nothing happens because you've revisited a discussion that you had 20 times already over the past 2 years, that is Terri-Tastic.

Another example is when the IT department mandates the use of their special PCs and Windows build (which is badly broken to begin with), and that uses a different version of Java to run the VPN client than is required to run the time booking/management/vacation tracking system. So as soon as you are connected via the VPN, you cannot manage your time/booking/vacation because the Java application won't run on your IT-sanctioned PC. Ready to rip your hair out yet? I am.

The final example of this term would be a discussion about some topic, call it designing high speed lollipops, where the product management - who has spent months and months compiling the so-called requirements -- decides that they no longer like them because they wish to use a different technology to build this high-speed lollipop than is needed by the customer requirements -- decide to change (yes change!) the requirements. When it is pointed out that they are no longer customer requirements, and you then get a blank stare this is a Terri-Tastic moment.

Talkitecture

Talkitecture - Architecture based loads and loads of discussion situated in a fantasy world. Most often performed by Terries with "Chief Something or other" in his title.

I have been in numerous meetings over time with Terries from our Chief Technology Office who have titles like "Chief Architect of " and I can tell you that %99 of these discussions have been useless -- completely useless. Why you ask is this so generally the case? The answer is easy: these guys specialize in what I call Talkitecture. This is the dark art of endless (often circular) discussions about a topic without ever actually resolving any issues or (gulp) implementing anything.

Take for example, the seemingly endless discussions around whether or not to do Fibre to the Premise (FTTP) versus Fibre to the Cabinet (FTTC) that go on in just about every Terry Telco outfit these days. These discussions often go like this:

Question: Why do we need to upgrade our access plant to support FTTP/C?

Terry: Well, architecturally speaking, we've had technologies like PON available for decades. The problem is that there has never been a business case to do this. After all, what would anyone do with all of that bandwidth anyway?

This same discussion will go on and on (seemingly forever at some Telcos) cycling between FTTC as a compromise, and FTTP beacuse its "cool". At some point, some pointy-haired manager will request that we bring in the "big guns" from the CTO office to mull over the problem with them. Heck, they've likely been on full-time research projects related to FTTP/PON since the late 1970s, so they should know a thing or two about this stuff anyways. What happens then is they come in and bring their Talkitecture to the party. They talk, talk, talk and talk some more -- often across months of meetings. At some point in the discussion, we will cycle through all of the arguments that the original architecture team has gone through, and finally -- the coup de grace -- will be to cycle back and revisit the original discussions that even the CTO Terries brought forward. Hence, completing the cycle of Talkitecture.


The smart operations cut out