Work is going….well it’s okay. Sometimes I get so pissed off at little things. How can someone be promoted to Chief Operations Officer when he doesn’t like the administrative side of things, doesn’t like systems/processes, and doesn’t pay attention to details? And he only works 30 hours per week! I feel like my responsibilities are dwindling and yet I’m still at 40 hours.
Our annual scorecard went out–and once again, we have a major mistake. How many times do I have to tell people to always, always, always review the vote matrix. The first time it was sent as a draft to the designer there were all kinds of problems. I was told not to worry–it’s just a place holder. However, no one ever asked me to send the final version until I asked around. No one had proofed the matrix and everyone assumed that it was okay. We proofed the final version and sent it to the designer. It was correct for a while, but mysteriously during one of the revisions a column header got switched (meaning that the scores below are for the wrong vote). The COO (who has been doing the scorecard for years), the ED who should know better, and the new Communications Director didn’t share the proofs with anyone else in the office and didn’t bother to check the matrix–so we have 6500 scorecards with the wrong information. The ones that were not sent out, about 300 or so, will get a sticker to replace the column headings.
Next we have the bi-weekly timesheets & payroll process. The COO is supposed to verify the timesheets and make corrections as needed so that I can enter the time into payroll. This needs to happen every other Tuesday. It’s even listed as a task for him in our project management software, WorkZone. So I uploaded the spreadsheets for his review in WZ and I get an email back saying that it’s not clear that I want these done today, but he assumes that I do and that he’d prefer if we used some sort of approval process because the email doesn’t prompt him to do anything. So I found the spot where I can request approval for uploaded documents and we’ll try that out. Since he’s taken over this responsibility I’ve not only had to get on him to get these done so that I can do payroll (and we can all get paid) but I’ve had to go back to him with questions where he didn’t make a change that he should have. He’s also one of the biggest culprits of not getting his timesheets even in.
And now we come to the monthly financials. I don’t care if he reviews them or not. It’s my job to generate them. It’s his job to present them to the board for approval when we have board meetings. It’s helpful that they are reviewed to catch errors before I have to have the board reports done, but nothing really depends on this being done. He wants me to give him a deadline to review them by. If he wants a deadline, why doesn’t he just put a reminder on his calendar–why do I need to help him set up his systems? Shouldn’t that be part of the Chief Operations Officer’s job–to figure out his own systems????
I know he hates WorkZone. He doesn’t seem to work well with deadlines–everything is always a soft deadline until he finishes a project and WorkZone tracks deadlines and due dates. It’s also a great way to share institutional knowledge, but he doesn’t like the idea of having to log into something else (we use Outlook too) for tasks and project information. He keeps saying that he wants further training on the product, but then doesn’t show up to the meetings we hold to go over the system.
So, why was he promoted to this position?