advice on course of action - a techie's retribution

On Jul 29, 8:10&#4294967295;pm, Greg Berchin <gberc...@comicast.net.invalid>
wrote:
> On Thu, 29 Jul 2010 15:38:39 -0700 (PDT), Manny <mlou...@hotmail.com> wrote:
> >I'd thought initially - judging from the immediate response I got from
> >the "low level" people - that things went down well. Now I've just
> >discovered to my dismay (understatement) that the "high level" people
> >who hold sway over my bread think otherwise. And although they liked
> >what I'm proposing, they take on me my "lack of clarity" in explaining
> >shit for them. Consequently, they stated that "we don't give jobs to
> >people who lack clarity."
>
> (snip)
>
>
>
> >I'm not pissed off like hell and contemplating one of the below:
> >(1) keep my mouth shut, turn the other cheek, and pray for better
> >days.
> >(2) take my time to plan an exist strategy from my current work and
> >keep my mouth shut until then.
> >(3) be my father's son and give everybody the finger and quit.
> >(4) REALLY be my father's son, give everybody the finger, burn down
> >everything I've developed, and quite.
> >(5) REALLY REALLY be my father's son, give everybody the finger, burn
> >down everything I've developed, disappear under the guise of the
> >night, and go do it all over in Asia. One way ticket to Asia clearly
> >making the my case that if you failing to understand in 20 minutes
> >what I've been saddled with for the past three years and holding me
> >responsible for scratch my ego.
>
> >Any thoughts before it's too late are highly appreciated.
>
> (6) Accept the idea that you actually lack clarity. &#4294967295;You wouldn't be the first
> engineer who did. &#4294967295;So find an advocate among the "low level" people who
> understands what you're proposing, and try to use your advocate as a translator
> between what you say and what you mean. &#4294967295;If what you've done in the past is as
> good as you think, then the "high level" people will be receptive to your
> proposal once it's expressed in ways that they understand. &#4294967295;If not, then
> consider that what you've done in the past wasn't quite as impressive as you
> thought.
>
> If option (6) doesn't work for you, then go with (1) or (2) -- always leave on
> good terms, even if you were mistreated. &#4294967295;You never know when one of those "low
> level" people will become a "high level" person and ask you back.
>
> Options (3), (4), and (5) are unprofessional, immature, unethical, and even
> illegal. &#4294967295;People don't forget this kind of behavior. &#4294967295;And they can get back at
> you just by telling the truth about you.
>
> Greg

Lacking clarity can also be due to not understanding the needs/
motivations of others.  If you look at a situation from the
perspective of an engineer you may never understand why management
does not appreciate your ideas.  But if you put yourself in their
shoes, which is not easy until you truly are in their shoes, you may
see why they aren't impressed.  Once you are in a position of
responsibility, you tend to see things in a different light.  Or to
paraphrase, "Nothing so concentrates the mind as the knowledge that
one will be hanged in the morning".

Don't blame the "high level" people for not wanting to be hung.  Show
them how you want to do things without any rope at all!

Rick