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Hi Bill,
> It's not been possible, in my experience, to predict the personal
> and interpersonal problems I had to deal with. It's not been
> possible to predict the number or severity of fires I would have to
> fight. These are things that it has been my responsiblity to
> handle, and which took away from the free time that would have
> otherwise been available for recharging.
That's one possibility. Another is that they could take time away
from your planned duties. Another is that you could reduce your
planned duties to allow more time for fighting fires.
I'm imagining that if you took the time to recharge more fully, you'd
have fewer fires to fight.
> It's been both my experience and observation that the higher up you
> go in an organization, the larger the number and the larger the
> severity of those things.
If that is predictable, why don't we plan for it, and schedule fewer
conflicting responsibilities?
> It appears to me that one of the determining factors in achieving
> higher positions in large corporations is a willingness to subjugate
> ones personal needs to the needs of the organization.
That sounds right, with one twist: "Achieving a higher position" is
also a personal need.
So that leads to an interesting decision: Which personal needs will I
value more highly? Moving up the organization, or, say, spending time
with my family?
Dale
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