True Character
By Staff Writer: Theresa Chaze
People’s true character is revealed when times get tough.
Those who have a confident core will do their best to make the
situation better. By working together with others, they fight
through the uncertainty and fear to find alternatives and options,
which will bring about a positive end result. These people do
their best to spread their strength and hope. However on the other
end of the spectrum, there are those who give into their anxiety by
taking their anger and fear out on the people around them. They
refuse to look outside the box to find alternatives to the challenge
that face them. Instead they become unreasonable and fixed in their
response to the point of inflexibility and hostility. By getting
stuck they are unable to see others options and continue the
downward trend..
I found this to be true in my own life. To help make
expenses, I work at a small factory. Eight years ago when I started
working there, the plant had just been sold. Jeff was President; he
seemed be very nice, being concerned both about the quality of the
product as well as the safety of the staff. What really impressed
me about him is how he learned every person’s name and said hello to
them at the beginning of the shift. It wasn’t a big thing in the
grand scheme, but it was enough to make everyone feel as if they
were important to the team. At the time, company was financially
secure and the new owners were looking to extend the product line;
however at the time, the customer base was very small. There was
one primary customer, an appliance manufacture, which was about 75%
of the sales. The first three years, the owners tried to extend the
sales base, but there wasn’t much effort put into it.
The working atmosphere was very relaxed and comfortable.
More often than not the staff got along; there were times when
personalities clashed but these times were the exception not the
rule. As with most two shift companies there was a little friction
between shifts. Again, this was a small issue. The major friction
came from the Production Manager, Norman, who found it beneficial to
stir up conflict. Why–to this day I do not understand. Many of
his actions were unreasonable to the point of being unstable.
Without back checking information he would place blame for errors,
frequently on people who couldn’t or wouldn’t fight back, even if
the person wasn’t responsible. Frequently he would spread
disinformation or with hold needed information. Originally, he was
solely in charge of the production schedule and getting product
shipped on time. However it was Pat and Cory on the floor who did
the actual work. He just told them what needed to be shipped and
when.
About five years ago, the primary customer started demanding
lower prices. Jeff complained, but gave in to the demands.
Production staff was trimmed to the point of barely having enough
personal to complete the work; the office staff remained intact even
though the company was top heavy. There were two engineers; one of
which didn`t understand the need for prep work and production
schedules–Jerry’s project rarely if ever went smoothly and were
mostly chaotic messes with equipment arrive late or being incorrect
for the project. The other engineer, Kirk, went out of his way to
have the equipment and production process organized a head of
schedule so that any problems could be worked through. Pat, the
Floor Director for both shifts, had gradually taken over directing
the flow of work, deciding which job would be worked on by each
crew. All there was left for Norm to do was print the paperwork and
dealing with customer issues; both jobs could have been easily added
to another position and Norman’s job eliminated. It would have
saved the company money and simplified the organization. But it did
not happen and Norman’s irrational behavior continued. During this
time, I asked for some time off. Business was very slow to the
point of laying workers off. Since I hadn’t given two weeks notice,
Norman denied my request until the Personal Manager stepped in and I
was able to take the time off. Even then he made it seem that my
request was unreasonable and he was giving me special treatment.
After a few months, business bounced back, but at a lower level.
The people, who were laid off, returned.
Still they didn’t aggressively seek new business and the
dependency remained very high on one customer. Other work was
found, but the company was still 65% dependant on the one. Each
year, the customer made more demands; the company acquiesced. They
still weren’t looking out side the small box they made for
themselves to other industries. After 9-11, there was a great
demand for USA flags. The company already had the ability to make
them, but they didn’t want do small orders, deal directly with the
public or send a sales person to make the pitch. If they couldn’t
sell thousands at a time to a distributor they weren’t interested
and a business opportunity vanished.
Two years ago, the orders from the primary customer
radically dropped as they found a source in China for their
nameplates. Suddenly there was a great panic as they scrambled to
find other sources of work as the mainstays started to trickle
away. Jeff sought outside sales representatives in order to make
contacts. Instead of being exclusively reliant on appliance
manufactures as a source of work, he finally looked to the auto
industry and others to find work. Some contacts were made and
contracts signed, but for future work. Small projects kept the
company going but the income was not consistent or stable.
There were more changes in the staff. The Personal Manager
quit to start her own business. She wasn’t replaced and her duties
were reassigned to other positions. Norman was assigned the
ordering of material and personnel problems. He wasn’t qualified to
do either job. He didn’t have the foresight to order ahead and he
didn’t have the personality to be understanding enough to help
others work through difficulties, especially he was the source of
most of the conflict at work. But even with all the financial
challenges, the company still operated relatively smoothly. The
company picnics and Christmas parties were something to look forward
to. The company was making a profit. The production staff was
treated with enough respect that we didn’t mind staying late or
doing the over time. We were a team and that is what teammates do.
Last year the main customer announced it was moving its
plant to Mexico and would be buying all their product from China;
fortunately, an outside source found a contract for two car
nameplates. The production kicked in just time, but the profit
margin on the new parts was very low. Jeff saw it as a way to get
their foot in the door of the auto industry.
The auto parts are very labor intensive and temporary help
was brought in to help. Although they are called temporary, they
are more like rent-an-employee. After 90 days, the employee could
be hired in. That was the plan for five of which found a place in
the company. They were all very good workers Without them, there
is no way the contracts could have be filled on time. All of them
worked hard and would be an asset to any company.
For a short time, the financial situation was looking very
good. The two auto parts were in production; yields were low, but
that was to be expected with a new process. Two more parts were due
to start within a month. A new piece of equipment was bought
especially for the parts. The primary customer was still placing
small orders. However, that quickly changed. As promised the
primary customer moved to Mexico and canceled their standing
orders. The two new parts failed the final test and the contracts
went to another company. Once again the lion share of income came
from one source. Only this time the finances were stacked against
the company. The profit margin was very low; anything short of a
ninety per cent was a loss. The scrape to yield ratio had begun to
rise, but rarely reached the profitable mark.
During the monthly staff meetings, Jeff emphasized the
positive, but the numbers weren`t there. He wanted to be seen as
the good guy while he left the production manager to do his dirty
work. Harsher and stricter rules suddenly were put into place for
no reason. Whereas quality had been primary, now quantity became
more important. Parts that would have been thrown away as bad were
shipped. Norman started glaring at the staff through his office
window and sneaking up behind them to catch them breaking one of the
newly instated rules. The work place became increasingly hostile.
Suddenly talking to one another became a major offense for both
production staff and crew leaders alike even though Norman and Jeff
were the biggest offenders in the past. When Norman needed to talk
about what was happening in his life or complain about another staff
member, it wasn’t unusual for him to take up twenty minutes of a
person’s work time because he wanted the person`s complete
attention. Jeff was another story; although he didn’t initiate
political or philosophical conversations, he was an active
participate once they were started. Many times he was involved with
long conversations where little or no work was accomplished. Yet
suddenly it was against company policy. Jeff and Norman simply
refused to understand that some communication is necessary and that
some people could both work and talk at the same time.
The Pat did her best to smooth the hurt feelings over and
to keep moral on a positive keel. Her efforts only got her called
into the office for talking. Cory and Pat have done more in the way
of insuring orders are filled and sent out on time than anyone else
in the company. They are the organizers of the work staff and
keepers of moral. Yet they are also Norman’s primary targets. Many
times they disappeared into the bathrooms to cry. Many others,
including myself, have found themselves shedding tears after dealing
with Norman. They were talking together one afternoon; Norman
wanted to speak to one of them. Instead of saying excuse me, he
timed the conversation and threw a snit. These two women have come
in early and stayed late to get orders out; they have come in on
weekends at short notice and convinced others to do the same. Yet
the hostile way they were treated made them seem like an anchors
instead of an assets to the company.
In addition, repairs around the shop stopped being done.
Last fall the roof started leaking. At first it was only a couple
of small drips, but quickly the drips multiplied in number and the
amount of water falling in. Two of the four bathrooms have
defective toilets–each of them have a special way they had to be
flushed. A computer the staff had access to was suddenly removed
and used to replace one in the office. Several members of us used
the one in the reception area to check our online businesses. After
two days we were asked to stop; we did, however the next day Jeff
threatened our jobs if ignored the rule. The threat was totally
unnecessary and only served to alienate more people. We had
respected him enough to do what he asked the first time without
needing to be threatened. His actions only served to make us
question what he was hiding.
Early December, we started talking about the company
Christmas party. In the past when we had temps, they were always
invited, however this year was different. Without explanation, the
temps wouldn’t be invited. It hurt their feelings very badly; they
felt that although they were good enough to do the work, but they
weren’t good enough to share a meal with them. Many of the staff
protested. Jeff held firm, stating that he thought the temps would
feel uncomfortable with everyone else exchanging gifts and getting
bonuses. It would have cost them coffee cups from the dollar store
filled with chocolate to say thank you for your hard work. But
instead they were unnecessarily excluded for a sham of a reason.
Every year, I give a token give to my co-workers on second shift;
which sounds more impressive than it is. The shift is very small.
The temp on our shift was not excluded. We then held a small party
on our last night before holiday vacation. It was just the six of
us exchanging gifts and sharing good food. On first shift Pat
bought small gifts for the people who worked with her, including the
temps. It was something she did because that is who she is. The
next day, I refused to attend the company Christmas party. It
didn’t make a difference to anyone but myself, but I wasn’t
comfortable attending when some of the staff was excluded.
In the past business between Christmas and New Years has
been slow and the staff was laid off. This year for some reason the
company refused to do so. We came back for a partial week only to
be sent home for most it due to lack of work. All but one of the
temps were released. Tensions have increased. Moral dropped. The
first full work week of the new year brought more work, but it also
brought new rules and stricter policies. As an example: a co-worker
and I were working as a team. She was running the press; I was
inspecting. Every half hour we switched. We were coming up on the
first half hour mark and the press had to be cleaned. I caught up,
so I went to get my ear protection while she finished. The
production manager had a fit because I walked away from my work
situation. He didn’t ask nor was he interested in why, he just
jumped all over our group leader. The ear protection is required to
run the press. Mine was in my locker because I originally started
on another job, which didn’t require it. Another rule limits what
equipment and personal materials we can have on the floor with us.
What little respect I had left for Norman vanished.
. It’s very sad how things have changed in the past eight
years. When Jeff took over, the company was very productive and
easy going. But all that has changed. Where it stands now: there
is just enough business to keep the doors open. The roof leaks.
The bathrooms still come with directions to how to flush the
toilets. Nearly every day harsher rules are added. The production
staff no longer has confidence or respect for the those who work in
Jeff. Many actively avoid Norman. Instead of working together, the
office staff has chosen to attack those are doing their best to
help. The production staff can only produce best product possible
with the equipment and materials provide to us. It is up to the
company to provide the materials and the orders to keep the company
profitable.
In this tough times, the strong became compassionate and the
fearful got mean. Cory and Pat have done their very best to keep
moral high and keep the staff working. But there is a limit to what
they can do when Jeff and Norman go out of their way to inflict
more rules and prove that they are the boss. Jeff may sign the
checks, but it’s Pat who people look to for leadership. She is able
to reach them on a basic level that he doesn’t even know exists. She
gains respect and trust because she gives it; Jeff and Norman are
trying to attain it through bullying and manipulation. There is
new business on the horizon, if the company can hold out for six
more months. Jeff told us in one of the staff meetings that the new
company was impressed by how stable the staff was; it was one of the
primary reasons they chose to give the company the contracts. Maybe
he should remember that the next time he thinks making new rules
which have even the old timers looking at the help wanted ads.