Magazine article Management Today

WEAK AT THE TOP: John Weak's Diary

Magazine article Management Today

WEAK AT THE TOP: John Weak's Diary

Article excerpt


Smokehouse board meeting. We now have two women on the board. We only need one more for the full coven. Madeleine Rose (Organisation Development Director) announced that for businesses in the future the cost of training would replace the cost of building factories. Bloody cheap factories, I thought. To assess our training needs, she was introducing competency-driven 360-degree appraisals. Sir Marcus is all in favour of 360s because there is no-one above him except God, and as God's gift to management, he's unlikely to get a bad word there. Mad Rose said continual feedback was the breakfast of champions. I prefer toast and marmalade. Sir Marcus complained that the meeting ran three hours over time (after three hours of him complaining) and suggested we all had time management training.


Looked into training and it turns out that all Smokehouse staff are entitled to 10 days' training a year. Someone's been trained in throwing money down the toilet. Bill and I booked ourselves on a time management course just to impress Sir Marcus and because it meant a day out of the office.

Then had first part of my 360, which was appraisal by a fellow director. Clare O'Keefe told me I was a bullying, arrogant, lazy, sexist manager from hell and that in any other company I would be neck-deep in industrial tribunals. I thought long and hard and decided it was her way of saying she fancied me.


Did the 360s with my team. On the agenda I put Point 1: 360-degree appraisal; Point 2: salary review. They're completely separate items but for some reason my team insist on connecting them. I encourage my team to be open and honest with me. That way I know who's first in line for natural wastage.

One guy in my team said nothing throughout his appraisal. Apparently, he's a quantitative researcher, which means he counts things for a living. …

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