Suggestions/experience/advice needed. Workplace in chaos
Discussion
Appreciate a bit of help here as I’m very torn, so to are a couple of colleagues.
Sit tight, it’s a long one…
I work for a small company which is a charity, it has members and income from members and services provided, and is governed by a board of trustees (who have the ultimate decision making power), we had a Company Secretary, Office Manger ( who had basically no powers compared to the Board), then ‘flat’ staff structure. We now have the former OM as Interim CS, no OM, less trustees
, and still a flat staff structure.
Background: A new, ambitious Chair took over and a few old timers joined the Board back in April. Very soon we found out the Chair had commissioned the services of a business diagnostic consultant (who was way too advanced for this company IMO). Report is done, and presented to trustees then staff. Cue an almighty fall out, trustees resigning and fighting left, right and centre, staff resigning, CS leaving as couldn’t go on as was (probably would’ve wound up with a heart attack).
The consultant came to the office for three days, ‘shadowed’ the staff for a couple of hours in our quieter period, then delivered the findings a month later to the board of trustees without the CS/OM present. Nobody knows what went on at that meeting as it was trustees only… claimed “confidential”. What we do know is that a couple of procedural things done by the Chair around this are on thin ice due to not following the rules/articles/orders, so some ex trustees claim they will fight against the Chair to get them out and things overturned (??) or sorted out, but given how “confidential” it all is, I think they might be scared to speak out.
This board of trustees seem keen to hide anything controversial behind the umbrella of confidentiality, as I suppose it’s an easy way of silencing anyone who knows about it, i.e. ex trustees and staff.
Redacted findings of the diagnostic report were then shared with staff, and it’s said that at first the Chair was reluctant to do this. Staff were shown the report, but of course it was “highly confidential”. Some findings I agree with, some I heavily dispute. Members have also expressed feelings that it should be shared fully with the membership as it used the members money to pay for the report (true).
The findings are definitely skewed. There’s no chance the consultant came up with everything in three days, plus figures going back years. Pretty much everything is geared towards saving money, except a worrying line about moving to a more suitable “location” for the benefit of the company going forward. That really baffled me, the use of “suitable location” over “suitable building” (building is unsuitable- location is fine). Indeed there have been rumours of moving the location (see next post).
An ex trustee recently admitted to me that most of the findings are things other board members, particularly chair, have been going on about bringing in all year. They seemed hell bent on getting rid of the CS and OM, and then combining those roles into one to “save money”. Plus not replacing staff that have left to also save money. The report was very critical of the management which is strange considering only one or two of the office staff held any bad feelings for them, and even stranger considering the consultant didn’t speak privately to the CS or OM for the research.
The Chair has always been quick to blame other trustees for leaking confidential information, which the staff then hear and “worry” about. If I’d had a quid for every time I’d heard “don’t listen to rumours, they’re damaging and untrue” then it turns out to be true, I wouldn’t need to work! Lying B
d
Two trustee meetings down the line from the findings being delivered, another trustee blows their top, walks. Two days later two more walk. They are below the minimum number of board members and have to co-opt on one. Then another’s resignation takes effect and they’re down by two. (8 leaving in total!!) Long story short, two are co-opted on to bring back “functionality”
Then the CS leaves before being pushed out or laid off. Gets a far better job elsewhere with much less stress.
TBC… (see below)
Sit tight, it’s a long one…
I work for a small company which is a charity, it has members and income from members and services provided, and is governed by a board of trustees (who have the ultimate decision making power), we had a Company Secretary, Office Manger ( who had basically no powers compared to the Board), then ‘flat’ staff structure. We now have the former OM as Interim CS, no OM, less trustees
, and still a flat staff structure. Background: A new, ambitious Chair took over and a few old timers joined the Board back in April. Very soon we found out the Chair had commissioned the services of a business diagnostic consultant (who was way too advanced for this company IMO). Report is done, and presented to trustees then staff. Cue an almighty fall out, trustees resigning and fighting left, right and centre, staff resigning, CS leaving as couldn’t go on as was (probably would’ve wound up with a heart attack).
The consultant came to the office for three days, ‘shadowed’ the staff for a couple of hours in our quieter period, then delivered the findings a month later to the board of trustees without the CS/OM present. Nobody knows what went on at that meeting as it was trustees only… claimed “confidential”. What we do know is that a couple of procedural things done by the Chair around this are on thin ice due to not following the rules/articles/orders, so some ex trustees claim they will fight against the Chair to get them out and things overturned (??) or sorted out, but given how “confidential” it all is, I think they might be scared to speak out.
This board of trustees seem keen to hide anything controversial behind the umbrella of confidentiality, as I suppose it’s an easy way of silencing anyone who knows about it, i.e. ex trustees and staff.
Redacted findings of the diagnostic report were then shared with staff, and it’s said that at first the Chair was reluctant to do this. Staff were shown the report, but of course it was “highly confidential”. Some findings I agree with, some I heavily dispute. Members have also expressed feelings that it should be shared fully with the membership as it used the members money to pay for the report (true).
The findings are definitely skewed. There’s no chance the consultant came up with everything in three days, plus figures going back years. Pretty much everything is geared towards saving money, except a worrying line about moving to a more suitable “location” for the benefit of the company going forward. That really baffled me, the use of “suitable location” over “suitable building” (building is unsuitable- location is fine). Indeed there have been rumours of moving the location (see next post).
An ex trustee recently admitted to me that most of the findings are things other board members, particularly chair, have been going on about bringing in all year. They seemed hell bent on getting rid of the CS and OM, and then combining those roles into one to “save money”. Plus not replacing staff that have left to also save money. The report was very critical of the management which is strange considering only one or two of the office staff held any bad feelings for them, and even stranger considering the consultant didn’t speak privately to the CS or OM for the research.
The Chair has always been quick to blame other trustees for leaking confidential information, which the staff then hear and “worry” about. If I’d had a quid for every time I’d heard “don’t listen to rumours, they’re damaging and untrue” then it turns out to be true, I wouldn’t need to work! Lying B
dTwo trustee meetings down the line from the findings being delivered, another trustee blows their top, walks. Two days later two more walk. They are below the minimum number of board members and have to co-opt on one. Then another’s resignation takes effect and they’re down by two. (8 leaving in total!!) Long story short, two are co-opted on to bring back “functionality”
Then the CS leaves before being pushed out or laid off. Gets a far better job elsewhere with much less stress.
TBC… (see below)
Now:
They’ve promised a restructure for the office since the report, and given that it was a recommendation of the report we were hopeful for action. Numerous promises of this happening since September and still nothing. The OM(now Interim CS) drew a new structure up, but they didn’t accept it. They instead formed a working group (not working group as it should be called ) of some trustees. That fed back recently and offered an in-kind pay rise for some staff…4 of us who’ve made the most noise (there’s only 7 of us plus a causal worker - once were 11 plus casual worker) and newbie employed recently who should start next month if they haven’t run a mile (wouldn’t blame them).
Pay rise is welcome, even if a bit of an insult, but it’s change to the toxic environment that we need, not to mention help on the office floor with manpower, and a decent structure that recognises everyone’s contributions and specialities instead of 20+ years experienced staff getting the same as a newbie!! They’re promising to look at restructuring this new year, but have heard it all before. Plus that pay rise will get eaten up when the real living wage rise comes in April so we’ll be back to ‘minimum wage’ again if nothing else changes!
The former OM is now interim CS. The CS and OM had hoped I’d progress into the OM role but trustees don’t want that role anymore. Now I am helping the ICS, but without any of the royalties, basically helping ICS, doing minutes of the meetings etc. I should say I’d already taken on extra work, we all had, with the previous staff resignations where the trustees dragged their heels and didn’t advertise for replacements. I’ve now minuted two trustee meetings including confidential minutes. I’m in a bloody awkward position now knowing what I’ve heard and minuted, as it affects me and my career as well as colleagues. They’ve been great in not putting any pressure on me to share things that I can’t, but it’s galling knowing so much about this situation and not being able to do anything about it. I can’t really share my frustrations with anyone, if it got to the Membership there would be uproar, which I think does need to happen in order to sort this lot of crooks out! I get a bad feeling that the Board would jump at any chance they could to out people. Doesn’t help that personally I was close friend of the former CS and I’m sure a lot of this is personal against them.
I genuinely think that despite all board members understanding the nature of the company and its work, they have absolutely no idea what the staff do, and have to go through on a daily basis to maintain the services. We’ve been fire fighting for months and if we had a stable workplace could be looking to increase the income streams instead of the trustees needing to be hell bent on making cuts to make the years finances look good.
It’s not a place where they could bus in 10 temporary workers and be up and running if we all walk out (this has happened before I worked there and the service was shocking!). I’ve been there two years and had to learn a hell of a lot and would consider that I am very experienced now, albeit I do not yet know how to deal with all technical IT sides of the systems we use (but I’m not IT minded or particularly interested in IT).
So huge dilemma now. Potentially more staff may leave soon. Then there will be an AGM coming up in a few months which I expect will be very challenging. The ex trustees are not going to let things lie. There’s certain members who will get hold of it a run with the fight too if things get out in the open, so it could get messy.
Options:
- I don’t think the Interim CS will stay very long as they were adamant that the company needs an OM as well as a CS which trustees don’t agree with. Then there would probably be me and one other long-serving employee who would be in line to take over in some kind of interim role. I know I wouldn’t want to work under them (despite being in their 40’s, very immature and wouldn’t cope with pressure) but I think they’d be a favoured choice for the trustees. I’d take it on reluctantly but it would ultimately depend on that lot as to how long I’d stick it if that were to be the case.
- There’s the curveball of a rumour going round that they have a named-individual lined up to take on the CS role aligning with moving the office approx. 50 miles (which would be close to this person). I’m currently fairly close to office, but there’s no way I’d go 50 miles each way for what is currently a near minimum wage job.
- I’d stay in my current role as is now and hope that the restructuring is sorted out and is favourable before the CS goes and that things may sort themselves out (slim chance I’d say currently)
- Look elsewhere
- Or any other suggestions!
What other meaningful things could I do if I were to continue. Anything at all that I can do that might help as I genuinely cannot think of anything!
My issue with looking elsewhere is I’ve been in this job for two years, and I’d hoped to progress up the ranks here to say management level them look elsewhere with a decent chunk of experience behind me. What I do now is very specialist to the company but to any other company they’d not understand and probably just consider it as an Admin Officer job. So I’ve nothing from all my effort here, nothing that any other employer would value more than what Susan who’s manned a computer as a school administrator for a few years can do!! Nothing to stand out on applications which is what you need. If I progressed on to be stand in CS (if it were to get to that) would be a decent tick on the CV, if there was a chance it would last. Other than this job, I’ve not much history for a bit before hand, odd causal work and then it’s just school before that. GCSE’s. No NVQ or degree sadly, not sure I’ve the headspace currently to start studying. Long story but I studied for my A Levels 2019/20 not via college but as a revisit to them basically teaching myself from home. COVID cancelled the exams twice and because I’d had no tutor I wasn’t able to get predicted grades
There’s not loads of work out here in the rural area I’m in, and I have the lack of fluency in the Welsh language against me which is needed in certain roles, thanks to being born and raised on the wrong side of the border for best part of 20 years before moving!!
If you are still with me, thank you!! Help
They’ve promised a restructure for the office since the report, and given that it was a recommendation of the report we were hopeful for action. Numerous promises of this happening since September and still nothing. The OM(now Interim CS) drew a new structure up, but they didn’t accept it. They instead formed a working group (not working group as it should be called
) of some trustees. That fed back recently and offered an in-kind pay rise for some staff…4 of us who’ve made the most noise (there’s only 7 of us plus a causal worker - once were 11 plus casual worker) and newbie employed recently who should start next month if they haven’t run a mile (wouldn’t blame them).Pay rise is welcome, even if a bit of an insult, but it’s change to the toxic environment that we need, not to mention help on the office floor with manpower, and a decent structure that recognises everyone’s contributions and specialities instead of 20+ years experienced staff getting the same as a newbie!! They’re promising to look at restructuring this new year, but have heard it all before. Plus that pay rise will get eaten up when the real living wage rise comes in April so we’ll be back to ‘minimum wage’ again if nothing else changes!
The former OM is now interim CS. The CS and OM had hoped I’d progress into the OM role but trustees don’t want that role anymore. Now I am helping the ICS, but without any of the royalties, basically helping ICS, doing minutes of the meetings etc. I should say I’d already taken on extra work, we all had, with the previous staff resignations where the trustees dragged their heels and didn’t advertise for replacements. I’ve now minuted two trustee meetings including confidential minutes. I’m in a bloody awkward position now knowing what I’ve heard and minuted, as it affects me and my career as well as colleagues. They’ve been great in not putting any pressure on me to share things that I can’t, but it’s galling knowing so much about this situation and not being able to do anything about it. I can’t really share my frustrations with anyone, if it got to the Membership there would be uproar, which I think does need to happen in order to sort this lot of crooks out! I get a bad feeling that the Board would jump at any chance they could to out people. Doesn’t help that personally I was close friend of the former CS and I’m sure a lot of this is personal against them.
I genuinely think that despite all board members understanding the nature of the company and its work, they have absolutely no idea what the staff do, and have to go through on a daily basis to maintain the services. We’ve been fire fighting for months and if we had a stable workplace could be looking to increase the income streams instead of the trustees needing to be hell bent on making cuts to make the years finances look good.
It’s not a place where they could bus in 10 temporary workers and be up and running if we all walk out (this has happened before I worked there and the service was shocking!). I’ve been there two years and had to learn a hell of a lot and would consider that I am very experienced now, albeit I do not yet know how to deal with all technical IT sides of the systems we use (but I’m not IT minded or particularly interested in IT).
So huge dilemma now. Potentially more staff may leave soon. Then there will be an AGM coming up in a few months which I expect will be very challenging. The ex trustees are not going to let things lie. There’s certain members who will get hold of it a run with the fight too if things get out in the open, so it could get messy.
Options:
- I don’t think the Interim CS will stay very long as they were adamant that the company needs an OM as well as a CS which trustees don’t agree with. Then there would probably be me and one other long-serving employee who would be in line to take over in some kind of interim role. I know I wouldn’t want to work under them (despite being in their 40’s, very immature and wouldn’t cope with pressure) but I think they’d be a favoured choice for the trustees. I’d take it on reluctantly but it would ultimately depend on that lot as to how long I’d stick it if that were to be the case.
- There’s the curveball of a rumour going round that they have a named-individual lined up to take on the CS role aligning with moving the office approx. 50 miles (which would be close to this person). I’m currently fairly close to office, but there’s no way I’d go 50 miles each way for what is currently a near minimum wage job.
- I’d stay in my current role as is now and hope that the restructuring is sorted out and is favourable before the CS goes and that things may sort themselves out (slim chance I’d say currently)
- Look elsewhere
- Or any other suggestions!
What other meaningful things could I do if I were to continue. Anything at all that I can do that might help as I genuinely cannot think of anything!
My issue with looking elsewhere is I’ve been in this job for two years, and I’d hoped to progress up the ranks here to say management level them look elsewhere with a decent chunk of experience behind me. What I do now is very specialist to the company but to any other company they’d not understand and probably just consider it as an Admin Officer job. So I’ve nothing from all my effort here, nothing that any other employer would value more than what Susan who’s manned a computer as a school administrator for a few years can do!! Nothing to stand out on applications which is what you need. If I progressed on to be stand in CS (if it were to get to that) would be a decent tick on the CV, if there was a chance it would last. Other than this job, I’ve not much history for a bit before hand, odd causal work and then it’s just school before that. GCSE’s. No NVQ or degree sadly, not sure I’ve the headspace currently to start studying. Long story but I studied for my A Levels 2019/20 not via college but as a revisit to them basically teaching myself from home. COVID cancelled the exams twice and because I’d had no tutor I wasn’t able to get predicted grades
There’s not loads of work out here in the rural area I’m in, and I have the lack of fluency in the Welsh language against me which is needed in certain roles, thanks to being born and raised on the wrong side of the border for best part of 20 years before moving!!
If you are still with me, thank you!! Help
Edited by Ffordd Ar Gau on Monday 1st January 10:25
You know I was just thinking I'm utterly lost who's who and we're talking 7 people 
What I'm not fully clear on is how influence you have and whether you can actually change any of this?
I mean that respectfully but what I mean by it is I completely get that most people spend an awful lot of time in the environment they work in but I also think often it really does come down to two basic choices which are either grin and bear it or look elsewhere.
No workplace is perfect but if you're on what I think you described as pretty much minimum wage do you have much to lose if you decide to look elsewhere?
It's always easy to make throwaway comments about someone else's life and I appreciate you've suggested the location and possibly your education might make things more awkward than you'd like.
I guess I'm asking whether it's worth the stress and hassle that it sounds like it's causing if (big if) you can make similar money doing something where you turn up get paid and go home and switch off.
What I'm not fully clear on is how influence you have and whether you can actually change any of this?
I mean that respectfully but what I mean by it is I completely get that most people spend an awful lot of time in the environment they work in but I also think often it really does come down to two basic choices which are either grin and bear it or look elsewhere.
No workplace is perfect but if you're on what I think you described as pretty much minimum wage do you have much to lose if you decide to look elsewhere?
It's always easy to make throwaway comments about someone else's life and I appreciate you've suggested the location and possibly your education might make things more awkward than you'd like.
I guess I'm asking whether it's worth the stress and hassle that it sounds like it's causing if (big if) you can make similar money doing something where you turn up get paid and go home and switch off.
bhstewie said:
hstewie said: You know I was just thinking I'm utterly lost who's who and we're talking 7 people
Yeah, me too some days There’s 7 plus a causal worker in staff (operational side), and don’t forget 10 trustees (strategic side)
bhstewie said:
hstewie said: What I'm not fully clear on is how influence you have and whether you can actually change any of this?
I mean that respectfully
Yeah, fair play I get what you mean. At the moment, a good chunk of the issues would be sorted out if the flat staffing structure was sorted fairly and swiftly. That’s ultimately down to the trustees as they have power, the Interim Company Secretary does not. The ICS is fair, and willing to listen, for what it’s worth. I mean that respectfully
The only influence I, and other staff would have is if anyone else leaves, (especially if the Interim CS leaves soon) then we’d have the trustees over a barrel due to the quantity of staff. It’s as simple as if more people leave, the less remain and so the viability of the company is at stake. That’s not to say they wouldn’t bus in a load of temps but they’d get no thanks from the members for that as it would degrade their service. The whole point of the report is to save money and increase members.
Other options for similar money are either factory or school/L.A work…
Reason I haven’t gone so far:
I’m too comfortable in a small office with only a handful of people.
I like 90% of colleagues.
I guess I’d like to stick it as long as I can to hopefully see it through this bad patch. I owe a lot to the previous CS and it would mean a lot to us both to see things get things back on track.
First reply… way off with the type of company. It’s difficult for me to go on to describe in depth in case anyone from there is here…
Another post suggested that it’s very political… it is. Always has been. I’ve been a member there for years before working for the company, and it’s always been political so that’s a certain. It’s gone beyond now, it’s just turned plain nasty now!
Firstly, if you can't express the situation more concisely than that I think you need to ask yourself whether you really understand it. Most people who understand stuff can keep it brief and to the point.
I can see no relevance in those ex-trustees you mention. It's not obvious why you're still in communication with them. Presumably they have no current information other then the one side of the story they hear from you and perhaps other aggrieved employees.
If you don't like what's going on then the best thing to do is find another job, although it might be worth waiting to see what actually happens. There could be useful opportunities in the sense of either future improvements or a generous redundancy package.
I can see no relevance in those ex-trustees you mention. It's not obvious why you're still in communication with them. Presumably they have no current information other then the one side of the story they hear from you and perhaps other aggrieved employees.
If you don't like what's going on then the best thing to do is find another job, although it might be worth waiting to see what actually happens. There could be useful opportunities in the sense of either future improvements or a generous redundancy package.
Panamax said:
Firstly, if you can't express the situation more concisely than that I think you need to ask yourself whether you really understand it. Most people who understand stuff can keep it brief and to the point.
Alright then. New Chair takes over. Ruins everything. Bends rules. Staff leave, not replaced, workload trebles and trustees do nothing about it.Panamax said:
1)I can see no relevance in those ex-trustees you mention.
2)Presumably they have no current information other then the one side of the story they hear from you
3)It's not obvious why you're still in communication with them.
1)They left because they couldn’t agree with the majority who are incompetent and potentially going to be legally liable for the mess, as is the case with charity trustees… The ex trustees have a score to settle as they feel trampled on, (I don’t necessarily agree with an eye for an eye), but the point is they are willing to do something about it for the good of the organisation.2)Presumably they have no current information other then the one side of the story they hear from you
3)It's not obvious why you're still in communication with them.
2)I’m not feeding them any information. They know what the situation is because they were there when the sh*t went down. They talk. People talk. It’s a tight-knit group of members.
3)I know some of them, others come to the office sometimes for services. They were always fair to me and other staff so, am I going to just ignore them when I see them now??
So, it seems so far that the general consensus seems to be leave.
It’s not as straightforward as leaving on the drop of a hat. Jobs are few and far between. Plenty of NHS/School work. I’m not a career, nurse, teacher, cook etc. I don’t want to work in a factory or production line. I’ve family members who got into that line and they’re in dead end jobs for life, scraping pennies together or in and out of work on the dole.
I don’t mind starting back at the bottom, but at least in a sector I want to be in, and work up the ladder. This is why it’s so difficult to just leave.
I'm certainly not saying "leave" but I do tend to lean towards you having to enjoy what you do and if you don't enjoy it that's where I tend to lean towards looking at other options but as I said it's very easy to tell someone else what to do with their life when I don't pay their bills 
What's the working atmosphere like v what the job is like?
Two different things and a decent job can be ruined by a toxic atmosphere and it doesn't take many people in that permanent negative mood to turn it into one.
I'm waffling but I think what I'm driving at is whether you can drown out the "noise" both literal and the background politics and just get on with your role and be reasonably happy?
What's the working atmosphere like v what the job is like?
Two different things and a decent job can be ruined by a toxic atmosphere and it doesn't take many people in that permanent negative mood to turn it into one.
I'm waffling but I think what I'm driving at is whether you can drown out the "noise" both literal and the background politics and just get on with your role and be reasonably happy?
Ffordd Ar Gau said:
So, it seems so far that the general consensus seems to be leave.
It’s not as straightforward as leaving on the drop of a hat.
I don’t mind starting back at the bottom, but at least in a sector I want to be in, and work up the ladder. This is why it’s so difficult to just leave.
I think all of that is absolutely understandable. Been there myself. It’s not as straightforward as leaving on the drop of a hat.
I don’t mind starting back at the bottom, but at least in a sector I want to be in, and work up the ladder. This is why it’s so difficult to just leave.
These situations can be very stressful and I think that's reflected in your earlier posts. It's a question of juggling that stress with all the other factors and trying to stay afloat. There's the old saying "be careful you don't jump out of the frying pan into the fire". Keep your focus on people within the organisation rather than those who've already jumped ship - because what they think about the organisation is no longer relevant.
Good luck for 2024.
In a nutshell...
You have a new boss who's asked a specialist to consider how the organisation is run. That specialist has told them what they already knew but did not want to hear. From your account, it appears that there is a lack of managerial capacity (knowhow) to implement the changes necessary. The situation is exposing this weakness leading those that should have that capacity to adopt a defence stance to deflect their weaknesses. This is accentuated by the fact that charity boards can and often are a breeding ground for narcissistic tendency with some acquiring an inflated sense of importance. The result is the chaos you describe.
However, the chaos may be a strategy. This sounds odd but in some situations, stimulating and feeding chaos can be a highly efficient way to disrupt paradigms. People walk rather than get fired (which is cheaper), a natural pecking order emerges and the end result is calm.
So before you make any decision, you should consider the mettle of the new Chair. Do you trust him to get the job done? If you do, playing the long-game may pay dividends.
You have a new boss who's asked a specialist to consider how the organisation is run. That specialist has told them what they already knew but did not want to hear. From your account, it appears that there is a lack of managerial capacity (knowhow) to implement the changes necessary. The situation is exposing this weakness leading those that should have that capacity to adopt a defence stance to deflect their weaknesses. This is accentuated by the fact that charity boards can and often are a breeding ground for narcissistic tendency with some acquiring an inflated sense of importance. The result is the chaos you describe.
However, the chaos may be a strategy. This sounds odd but in some situations, stimulating and feeding chaos can be a highly efficient way to disrupt paradigms. People walk rather than get fired (which is cheaper), a natural pecking order emerges and the end result is calm.
So before you make any decision, you should consider the mettle of the new Chair. Do you trust him to get the job done? If you do, playing the long-game may pay dividends.
StevieBee said:
In a nutshell...
You have a new boss who's asked a specialist to consider how the organisation is run. That specialist has told them what they already knew but did not want to hear. From your account, it appears that there is a lack of managerial capacity (knowhow) to implement the changes necessary. The situation is exposing this weakness leading those that should have that capacity to adopt a defence stance to deflect their weaknesses. This is accentuated by the fact that charity boards can and often are a breeding ground for narcissistic tendency with some acquiring an inflated sense of importance. The result is the chaos you describe.
However, the chaos may be a strategy. This sounds odd but in some situations, stimulating and feeding chaos can be a highly efficient way to disrupt paradigms. People walk rather than get fired (which is cheaper), a natural pecking order emerges and the end result is calm.
So before you make any decision, you should consider the mettle of the new Chair. Do you trust him to get the job done? If you do, playing the long-game may pay dividends.
Only if their heads zip up the back; everyone else will sign up with the nearest employment shyster and sue for constructive dismissal, at which point it becomes very much more expensive. If there really are 'management consultants' out there who do this they should be fired into the sea.You have a new boss who's asked a specialist to consider how the organisation is run. That specialist has told them what they already knew but did not want to hear. From your account, it appears that there is a lack of managerial capacity (knowhow) to implement the changes necessary. The situation is exposing this weakness leading those that should have that capacity to adopt a defence stance to deflect their weaknesses. This is accentuated by the fact that charity boards can and often are a breeding ground for narcissistic tendency with some acquiring an inflated sense of importance. The result is the chaos you describe.
However, the chaos may be a strategy. This sounds odd but in some situations, stimulating and feeding chaos can be a highly efficient way to disrupt paradigms. People walk rather than get fired (which is cheaper), a natural pecking order emerges and the end result is calm.
So before you make any decision, you should consider the mettle of the new Chair. Do you trust him to get the job done? If you do, playing the long-game may pay dividends.
Ffordd Ar Gau said:
It’s not as straightforward as leaving on the drop of a hat. Jobs are few and far between. Plenty of NHS/School work. I’m not a career, nurse, teacher, cook etc. I don’t want to work in a factory or production line. I’ve family members who got into that line and they’re in dead end jobs for life, scraping pennies together or in and out of work on the dole.
I don’t mind starting back at the bottom, but at least in a sector I want to be in, and work up the ladder. This is why it’s so difficult to just leave.
Even if you did stay, it sounds like you have no back-up plan if the company folded in 1-2 years.I don’t mind starting back at the bottom, but at least in a sector I want to be in, and work up the ladder. This is why it’s so difficult to just leave.
Stay if you're given more responsibility (and pay) to improve your CV.
Try gain additional qualifications via part time study (assuming you don't have 3 small kids to look after).
I'm just suggesting have a Plan B in motion.
gt_12345 said:
Even if you did stay, it sounds like you have no back-up plan if the company folded in 1-2 years.
Stay if you're given more responsibility (and pay) to improve your CV.
Try gain additional qualifications via part time study (assuming you don't have 3 small kids to look after).
I'm just suggesting have a Plan B in motion.
This. Stay if you're given more responsibility (and pay) to improve your CV.
Try gain additional qualifications via part time study (assuming you don't have 3 small kids to look after).
I'm just suggesting have a Plan B in motion.
This place sounds like barely held together chaos.
Good experience in its own way, but a smidge of stability would feel like heaven, I'll bet.
No matter what you do, get your qualifications, to prove (when needed) you know your stuff.
M.
Like a few of the above posters, I'd strongly suggest forming some sort of exit plan.
Even if you don't act upon that plan, it's generally better to be prepared, and maybe to leave on your own terms rather than wait for it to implode.
(I'm another that can barely comprehend the description of the situation, sorry. But it's a sub-20-person business, it simply shouldn't be that complex.)
Even if you don't act upon that plan, it's generally better to be prepared, and maybe to leave on your own terms rather than wait for it to implode.
(I'm another that can barely comprehend the description of the situation, sorry. But it's a sub-20-person business, it simply shouldn't be that complex.)
hidetheelephants said:
StevieBee said:
In a nutshell...
You have a new boss who's asked a specialist to consider how the organisation is run. That specialist has told them what they already knew but did not want to hear. From your account, it appears that there is a lack of managerial capacity (knowhow) to implement the changes necessary. The situation is exposing this weakness leading those that should have that capacity to adopt a defence stance to deflect their weaknesses. This is accentuated by the fact that charity boards can and often are a breeding ground for narcissistic tendency with some acquiring an inflated sense of importance. The result is the chaos you describe.
However, the chaos may be a strategy. This sounds odd but in some situations, stimulating and feeding chaos can be a highly efficient way to disrupt paradigms. People walk rather than get fired (which is cheaper), a natural pecking order emerges and the end result is calm.
So before you make any decision, you should consider the mettle of the new Chair. Do you trust him to get the job done? If you do, playing the long-game may pay dividends.
Only if their heads zip up the back; everyone else will sign up with the nearest employment shyster and sue for constructive dismissal, at which point it becomes very much more expensive. If there really are 'management consultants' out there who do this they should be fired into the sea.You have a new boss who's asked a specialist to consider how the organisation is run. That specialist has told them what they already knew but did not want to hear. From your account, it appears that there is a lack of managerial capacity (knowhow) to implement the changes necessary. The situation is exposing this weakness leading those that should have that capacity to adopt a defence stance to deflect their weaknesses. This is accentuated by the fact that charity boards can and often are a breeding ground for narcissistic tendency with some acquiring an inflated sense of importance. The result is the chaos you describe.
However, the chaos may be a strategy. This sounds odd but in some situations, stimulating and feeding chaos can be a highly efficient way to disrupt paradigms. People walk rather than get fired (which is cheaper), a natural pecking order emerges and the end result is calm.
So before you make any decision, you should consider the mettle of the new Chair. Do you trust him to get the job done? If you do, playing the long-game may pay dividends.
StevieBee said:
You have a new boss who's asked a specialist to consider how the organisation is run. That specialist has told them what they already knew but did not want to hear.
Well, Chair got mate in, told him what the board wanted to do, and the consultant took that and put his own spin on it, and took the cash for it. Easy three days, thank you very much! StevieBee said:
So before you make any decision, you should consider the mettle of the new Chair. Do you trust him to get the job done? If you do, playing the long-game may pay dividends.
Don’t trust as far as I could throw them and that wouldn’t be very far…gt_12345 said:
Even if you did stay, it sounds like you have no back-up plan if the company folded in 1-2 years.
Stay if you're given more responsibility (and pay) to improve your CV.
Try gain additional qualifications via part time study (assuming you don't have 3 small kids to look after).
I'm just suggesting have a Plan B in motion.
Doubt it would fold in two years… I omitted to mention but it has £2million in investments. Which are up and down. Then again the ops hasn’t made a profit for a few years, the only profit has been return on investments, which now haven’t made anything since Ukraine/Liz Truss/Gaza… hence the trustees sh*thing themselves over finances!Stay if you're given more responsibility (and pay) to improve your CV.
Try gain additional qualifications via part time study (assuming you don't have 3 small kids to look after).
I'm just suggesting have a Plan B in motion.
Don’t have any dependencies (no kids, no OH).
I suppose I should sit down and think of alternatives. I’ve applied for a few other positions but as they’ve been in another sector from what I do now, lack of experience and/or qualifications has been the stumbling block.
Mortarboard said:
A smidge of stability would feel like heaven
You can say that again!! I’ll be in church before long and I’ve never been religious The atmosphere in the office when non of the board are around is good. There’s only one ar*sehole left in the office now, who everyone knows to manage. Doesn’t help that they are a snitch, definitely being used by the Board members to get what they need. Hope they sh*t on him royally when they’ve done with him being useful. Everyone else gets on fine. The only issue is that this trouble is casting a long shadow. And I don’t mind the work.
I agree that the way they have gone about this could well be a smoke screen. People have left, which has ultimately stopped the Board from having to lay people off. As I understand, redundancy would be one months worth of salary. £1500 after tax, NI, etc. That’s what we know from the HR booklet.
The bottom line was FTE recommendation was to drop from 10.2 to 6.8, which has more or less been achieved by the loss of 4 staff so far.
I’ll hold my hands up and say it probably seems complete gibberish to the outside viewer. The description works in my head because I’m in it up to my eyes, but to any outsider, it’s probably reading worse than a slightly dodgy late night E4 comedy-come-drama-come-sit com that only makes sense when you’re pissed.
My friend who was the previous Company Sec is now in a senior position at a historical venue. They have a Board, and at least twice the staff, plus temps for events. It’s a breeze apparently. 9-5 with no stress, instead of 9 to god knows when at night as he would do here!! Proper workplace structure for the staff, and a board that gets on. The last board meeting there was 2 hours long, I’m told.
Where I am, we also had a board meeting recently. There are 10 trustees currently. That meeting lasted from 9:30 to 18:30 with twenty minutes for lunch…. And if you asked, I couldn’t tell you one thing that was actually achieved in that meeting
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