Hey Poppysky....

[streetsoldier]

MIRACLES DO HAPPPEN!!! We just got an unexpected refund check, and the FIRST thing Debi asked me is "What pieces do you want to pick up?"

SO...eine Ritterkreuz des Eisernes Kreuz mit Eichenlaub, 1939. u. eine Eisernes Kreuz 1. Klasse, 1914. mit 1939. Spange kommt herauf! They should be here within the next week...and after that, the next "extra money" will go for my Infanterie Sturmabzeichen, Verwundetenabzeichen 1939. Geld, u. Nahkapfspange, Geld!

AND...I also found a tailor out of India that can make the uniform (tunic/breeches/trousers) for about 1/2 of what it'd cost from any other vendor.

Yes, Poppysky...Miracles do happen!

[CajunMama]

Bill...that's wonderful!!!!!!!!!!!!!!!!!!!!!!!!! So what did you decide on?

[streetsoldier]

CajunMama, in English...

The Knight's Cross of the Iron Cross, 1939 with Oak Leaves, and Iron Cross 1st Class, 1914, with 1939 Clasp this time; Infantry Assault Badge in Silver (3 or more major assaults), Wound badge in Gold (5+ wounds) and Close Combat Clasp in Gold (50 days of cumulative hand-to-hand fighting) next time.

This leaves only the cuff titles (Grossdeutschland, Fuhrer-Hauptquartier) worn on both lower arms (GD-right, F-H left), KRIM shield (for Crimea service, 1941-42), and War Order of the German Cross, Gold (called the "fried egg") to find/obtain; then, to the uniform itself. Leather stuff (belt, boots/high shoes, mapcase, etc.) plus personal papers/accessories will be last on the list.

[azskyman]

Amen, Bill!

The least important miracle was the unexpected check...but in a way it was the MOST important catalyst....next to Kevin, of course.

The second miracle is that you will be able to realize your wishes and dreams and fill and important void in your life. We can't wait to hear that you have them in your possession.

The most significant happening is no miracle at all, but symbolic of a growing understanding and compassion in your family relationship. By no means does this mean that all walls have come down, but how wonderful that Debbie put your needs into the equation, too.

Bill....I am excited for you for all these reasons, but mostly for you as a man.

I'll sense your trembling hands when your treasures arrive and you can't open them fast enough. And perhaps a lump will form in my own throat when that happens for you.

I'd suggest one more crowning touch to the moment, though.

When pieces are in place, when you feel whole again, set the items aside, turn off the tv and computer, reach across the table to Debbie's hand, and thank her again for the gift of giving...

[streetsoldier]

Two things about that scene, Poppysky; I'll open each package slowly and carefully, inspect the items, then gently put them away until I'm ready to mount them*; and Debi, who won't be present (she'll be at work), will be given a huig and kiss (if Annabelle LETS us!).

*German awards are not pinned through the fabric, but the pins are sewn to the material by means of loops of thread. This allows for removal when entering a combat zone (fronteinsatz), or for cleaning, w/o damage to the tunic.

The uniform itself will be a "transitional" (Weimar) Reichsheer zum Wehrmacht (1927-1934) set, with a longer skirt on the tunic, which will be made in an early "sea-foam" grey-green feldgrau wool; the riding breeches and trousers will be made in steingrau, a heather-gray shade of felted wool. I'm not obtaining "officer-grade" tricot, "doeskin" wool or gabardine...as an "alter Soldat" (old soldier who served in WW I), I'll use what the troops had during that time of transition; only the cut of the set will be slightly different from an enlisted man's.

[azskyman]

...and for this, we have cameras!

[streetsoldier]

PROMISE, azskyman and denizens of the S2K realm...if it's pix you want, pix you'll get!

You may wonder HOW I can be so specific about cut, color, fit, etc.? Well, I've been studying WW II since I was six...as time went on, I became a "talented amateur" at it. Besides, I was on the Authenticity Committee for 20 years...in addition to chair of the PR Committee and Authorized Agent of the Corporation (WW II Historical Re-Enactment Society, Inc., or "WW II HRS").

One last thing; unlike most other military services worldwide, a German officer had to purchase his own uniforms and requisite accoutrements. This meant that he had quite a bit of control over what and how his uniform should look, as officer's items were almost always tailor-made (at least until 1942, when such options became untenable).

[azskyman]

...and when you have the collection all together, you should sit quietly with it across the room. Turn off all sound and "life's interference," and listen to the tale each piece has to tell. Can you imagine?

[streetsoldier]

Jawohl...I can. This is NOT a man who was "political"; he was a soldier. He went where he was told, fought very hard, served to the best of his ability...even when the orders that filtered down from "das verdammte bayerische Gefreiter" ("That d** Bavarian Corporal", i.e. Hitler) were tactically insane.

And he would have known that Germany wasn't capable of a two-front war well before Hitler became Chancellor, but...as a soldier, he would have done his duty.

[azskyman]

Your collection has a soul, Bill....and a story to tell.

I will want to hear it from you...in the way that you alone, and no other, wil be able to tell it.

Sleep well Captain Midnight...and share your tales with Annabelle.

You've earned this happy moment.

[GalvestonDuck]

Hey, PoppySky!

*flies in and lands in the lake* My turn! My turn! I'll try to be brief, but you know me.

Here's another office politics dilemma for you and it's a doozy. I've worked in my position for just under seven years now. Six of those years, I worked under an extraordinarily wonderful supervisor. She was smart, professional, assertive, team-oriented, respectable, empathetic, and competent. A few years ago, UTMB began a program developed by the med school's president and the human resources department called "The Principles Of Service." Every employee, from the executives all the way down through the university ranks, attended a training and development seminar designed to instill in us the values and core purpose of the hospital -- teamwork, professionalism, and improvement. When I attended the seminar, as each point that was discussed, I thought about how to apply it to my job, duties, and team. But then, I also found myself thinking about how my supervisor at the time was already the perfect role model of those principles and how each and every little thing they taught us, she epitomized. I appreciated her before the POS training and even moreso after. Everything was wonderful while she was our team leader.

And then came the realignment <insert dastardly, evil, silent movie music here>.

A year ago, the powers that be decided that our supervisor was wearing too many hats. They did what they called a "realignment" and switched supervisory control of my team (four of us) over to another supervisor within the clinics administration ranks. We weren't thrilled about it and my previous supervisor knew I'd struggle with it for a bit. We'd worked together long enough that she knew how much I hated change. However, we all adapted.

Now, let me jump far ahead to today and then work my way back. This afternoon, I heard one of my coworkers fussing rather loudly. At first, I thought she was on the phone. Then I heard, "Get out of my office!" I went around the corner to see what was up and then realized that she was relating a story to another coworker and her exclamation was a quote rather than a directive. I knocked, was invited in, and then I asked if she was okay. She began to tell me about the trouble she was having with our new supervisor's secretary (I say "new" for the sake of keeping it straight in the story...it's been a year so she's not really new to us anymore). You see, my coworker had just been off work on Friday and Monday. She was greeted by the secretary in the elevator coming to work today. The secretary said, "Did you have a good time off on your four-day weekend?" to which my coworker replied, "No, I wasn't on vacation. I had a death in the family." Rather than expressing any condolences to this coworker or asking anything further about it, the secretary went to two other coworkers (one from our original team and one on the team that was established before we got there) and asked, "Who died? What happened?" It seems somewhat tame until you know her past history. Nevertheless, when my coworker found out, she got a bit irritated. To her, the questioning came off as if the secretary didn't believe that someone died. My coworker felt that rather than ask someone else, the secretary should have taken it up with her. So, my coworker emailed our new supervisor who was out of the office at the time, working in one of the community clinics. The supervisor's response was, "Oh, she didn't mean anything by it." My coworker wasn't happy with that reply.

A couple of months ago, somehow, I failed to both clock in and clock out for the day (it's an automated system, over the phone). The secretary emailed me and asked me for a time adjustment form so I could get paid for the day. No problem. However, a few days after that, one of my new coworkers (one who I trust deeply and have come to know quite well) asked me why the secretary had come up and asked her and another coworker, "Was Shawn at work on Thursday? Are you sure she was here?" I never confronted the secretary about it, but I had to wonder -- why ask anyone else? Why not just ask me and ask the supervisor? After all, if I'd requested time off, the supervisor would have obviously known because I would have needed her approval. There would have been a request for it. I worked at UK for 10 years and I've been here for 7. I've accrued a lot of vacation and sick time. It ought to be obvious that I understand vacation request policies and that I'm going to go through the proper channels to take time off IF I was taking time off. I'm not just simply going to skip a day.

Final flashback -- Boss's Day, last year. It was our first Boss's Day with the new supervisor and we all wanted to contribute for a gift. The secretary went around asking for donations. She collected $140 total from the twelve of us and we all agreed on getting the boss a gift certificate at her favorite clothing store and a flower arrangement. The secretary said she would take care of everything. So, Boss's Day comes and the flowers get delivered. It's a puny arrangement and everyone is disappointed. So, a couple of coworkers go out to the florist during their lunch break so they can exchange the flowers. They come to find out that the flowers were paid for with the department's account. So, our question was where was our money that we donated? Why was the department's account being used to pay for something for which we had already given cash? The problem is brought to the attention of our new supervisor who says that she will handle things. Here's where the real problem comes into play -- the new supervisor and the secretary are close friends. As far as we could tell, the new supervisor simply covered for the secretary and let things slide. However, it was theft (our money) and fraud (misappropriation of department funds).

I haven't addressed the above issues with her yet. The few times I've needed to ask something and clarify something, I usually get a brief, mumbled answer that equates to nothing more than, "Whatever you want to do...it's fine."

Part of our concern is that she seems to lack any backbone. With our previous supervisor, if there was a mistake made on our part, she'd discuss it with us, help to figure out where the problem was, and instruct us on how to improve. If it was something more serious (policy-wise), she'd sit us down, read us the riot act, and then we'd accept our punishment, change things for the better, and carry on with our duties. We knew that we were accountable for our actions. And with the previous supervisor, our knowing that and showing that we were accountable was both expected and respected. We learned, we grew, we worked well, and we worked as a team (back to those Principles of Service -- teamwork, professionalism, and improvement). That's not the case with this supervisor though. Her attitude doesn't command respect. She lacks the communication skills needed to maintain working relationships with her staff. She doesn't come across as an effective team leader or team supporter. And worst of all, the gossipy-type of friendship she has with the secretary puts up a trust barrier for the rest of us.

The secretary seems to have the reputation as being her "snitch" because of her constant, behind-our-backs manner of communicating. And yet, no one is ever confronted about anything if she does snitch to the supervisor. I'm anticipating what it will be like when evaluation time comes around and she pulls out a file of supposed infractions for each of us. We'd prefer that any problems be nipped in the bud now, while things are still fresh in our minds. For example, the secretary is also the timekeeper. I've heard comments about her seeing me return from lunch at 12:15 or 12:20 (we don't clock in or out for lunches). My problem is that if the secretary assumes that I went to lunch at my normal time (11:00), she probably thinks I'm late coming back, when in reality, I most likely didn't get to leave at my usual time and I still only took an hour for lunch. Then again, there have been times when I've been late getting back. It would just be nice to know if there's any question about it and if my supervisor needs to discuss it with me.

So, after today's incident, we have decided that talking to the supervisor alone is probably not going to work. My coworker wants to go over her head to HER supervisor. But I know, in an office setting, that can be frowned upon if not done the right way. It seems obvious to me that when someone below someone in a position of authority goes to someone above that someone in the position of authority to address issues with that someone, the someones at the bottom can be put into a really sticky situation.

What would you suggest we do? Go directly over her head and ask HER supervisor if we can meet and discuss our issues? Should we ask for a meeting with both of them at the same time? Should we attempt to meet with our immediate supervisor first? Should we put our complaints in writing? How do we do it without rocking the boat?

Thanks...and take your time. I realize this was long!

[azskyman]

Shawn....the posts can be few and far between here...allowing the Poppysky time for an energy bar and some brain food.

Having said that, and having done that, let me first say how always humbling your ability to articulate really is. Reading through it just the first time, I managed to have a focal point at the end. You have a gift, and your friends, co-workers, S2k clanfolks, and even your supervisors surely respect that!

Being at work at the moment myself, give me a little time to sneak some sugar in with that energy bar and brain food and let me get back to you over the weekend. Your dilemma is not new to the work world. But it is unique because it affects people you care about and a job you believe in. Toward that end, I would like to know just a couple more things before buying that candy bar.

You mention that the new supervisor and the secretary are friends. Were they friends BEFORE their professional relationship, or was their friendship born out of their work relationship? Seems like a subtle difference, but in reality it will help me discern what my own humble recommendation might be.

A second question...how physically and structurally (in terms of the organization) close are you to your previous supervisor? The one who you now measure all others by. Is she in the same building, the same department; is their any connectivity at all that remains.?

Then, and this may be the most important question of all.

Should the Poppysky buy a KitKat or a hot fudge sundae before formulating his opinions.

Finally...would you prefer IM's or general posting of Poppysky's remarks?

T.G.I.F. Shawn. In this case, that means Team is Gathering Its Force!!!

[GalvestonDuck]

First and foremost -- get the hot fudge sundae! I think a heavy-duty dose of sticky, gooey, syrupy, sweet fudge, combined with the refreshing coolness of the ice cream on such a hot day in AZ, would be most beneficial.

A general posting here is fine. Who knows? My dilemma and your advice may inspire someone else in a similar situation.

As far as their friendship goes, as best I can tell, they became friends during their professional careers here at the hospital (the new supervisor moved here from NY). However, I'm not sure if she was colleague of the secretary in the beginning or if she's always been in a position of authority above her.

In regards to our former supervisor, we still talk and visit once in a while when either of us can (certainly no bridges were burned there). However, we are in different buildings on campus and, in two months, my group (the administration and staff) will be moving our offices to Texas City (on the mainland), so we won't be as close physically to our former supervisor as we are now. Structurally, because of the realignment, our former supervisor ranks as an equal to our new supervisor and I believe they both have the same supervisor over them. However, in the chain of command, our former supervisor isn't linked to us anymore (unfortunately).

Hope this helps clarify some stuff. Looking forward to your reply...after you get some energy!

Thanks, PoppySky!

[Pburgh]

Ok, I've put on a pot of Earl Grey and plan on sitting here waiting for the response. I hope you don't decide to PM this advice. This is a common problem around our facility too.

[azskyman]

Thanks Karan...the tea was perfect after that hot fudge sundae!

As if to make it an “unofficial remark” that I may or may not choose to dismiss, and that he may or may not want to disavow, one of my “understudies” at work partially shut my door on his way in, pulled the chair forward toward my desk, and urged his face forward still more. Truth or dare, he wanted the option to dump the question if he had to, but gave me no such choice in my response.

“Sometimes as people grow older, do they come to a point where change isn’t embraced….where their mind draws more closed? Where they are safe, but no longer constructive.” Unspoken behind his eyes were the words, “…where they are no longer part of the solution, but part of the problem.”

Mind you, I have 23 years on Marc.

For a moment, neither of us spoke as I leaned back from the desk and sat more upright.

Feeling the need to retreat just a bit, he spoke again. “Steve, you always find a way to not only listen, but empower us to grow and learn for ourselves. And yet you are in full control of where this company has come from and where it is going.”

Marc’s dilemma has been on the table for months. He has been asked to team up with members at our corporate office and help build some processes that have already seen success here in Phoenix. To his chagrin, the players with whom he is working on the project seem deeply entrenched in the old; unwilling to even jot something new on their legal pads. Content instead to doodle circles and intent instead to spend their time circling above his head in waiting….ready to pounce on ANY obvious “deviation from the acceptable, the norm.” And hungry they are.

Attacking a misguided idea is so much easier than setting newer, higher, better standards.

Shawn, the scenario you shared is unfortunately more commonplace than most company visionaries would ever be able to choke down and accept.

I know this secretary you describe. She is capable in her role, but both her motivation and agenda are outside the boundaries that you yourself must work within. The relationship she has with her boss provides insulation. Leaders who are insecure in their own skills often allow, even encourage, a narrowing of the conduit through that office door. And in your case, the seed is nurtured by the friendship beyond professional between her and your supervisor.

Employees, good employees, dedicated and committed employees, find themselves feeling singled out by something as simple as an unnecessary timecard remark. And from that the resentment begins to grow. Before long, the teams huddle together to assure themselves. There is power in numbers.

To the secretary who sees that sides have now evolved, it’s an easy choice. After all, who sees that there is food on her table? And from there the division grows. At times, just as in Marc’s case, there seems to be a dark shadow hovering overhead in search of the next miscue. Finding fault in someone else levels her playing field. And that’s easier than raising the bar and her own expectations. In a quirky sort of way, her behavior shows disrespect to the very person with whom she claims allegiance. It diminishes her own credibility. Dah!

You know that. She doesn’t.

What’s happening is not right. Worse yet, it is counter to who you are as people and the kind of employees you feel good about being. It needs to change.

“Marc,” I said, “there is the kind of change I appreciate and encourage for sure. But there is also a kind of change that I am so very rigid about…so passionate about, that yes, at MY age, I am absolutely unforgiving about. A kind of change which, if challenged, I would quit this job over. That is the “steering current” we have together developed here to make this such a great place to work.”

“This place will never revert to a negative, intimidating, and gossip-filled company. As long as I am here, that will not happen. And when I leave, I want people like yourself to demand that of this company too.”

Shawn and friends….since you still have occasion to cross paths with your previous supervisor…the one who you hold in such high regard, I would suggest something more than a casual conversation with her. Premise such a visit with your genuine concern for the overall mission of the company…the “steering current” of the visionaries who set the tone for what the company stands for. In that way, if ever challenged for “bypassing” protocol, it would be hard for anyone to find deep fault in your genuine effort.

I would further remind her that you are not asking her to address anything on your behalf, but instead put great value on her wisdom and approach to such challenges. You just want her suggestions. You value her words.

If she is all that you say she has been, she will not only approach your concern with thoughtful resolution, but she will offer up an option or two of least resistance; ones with the best opportunity for all involved, including the secretary, to feel they have lost nothing. Maybe not a win-win-win, but at least a win-win-draw.

I say these things not knowing how top down or how entrenched and articulate the division of responsibility is defined by company philosophy and policy. Obviously, if there are strict guidelines for submitting employee concerns and grievances, my suggestions would be less viable.

Still, even with such heavy structure in place, a genuine gesture of concern for the mission should not be seen as reprimandable. It is plain and simple a constructive step.

So there you have volume one, number one. You have a gift, Shawn, of articulating so well. I suspect the others would see you as the chosen one to carefully craft the words and ask that for advice.

And yes, Marc, people do grow to a place where being safe is something worth protecting. Sad to say, some then see change as no longer necessary.

What they can’t see is that when their eyes and minds close like that, they are already giving up and dying. There is no specific age when that can happen.

It is a mindset.

Next page, my friend.

[azskyman]

OK...I think the statute of limitations is about to run out on my last posted advice...so I'm just bumping this up to the top in case life isn't perfect for anyone out there. Or maybe it is perfect, and you want to share why.

[streetsoldier]

Update...Knight's Cross and EK I 1914 arrived, tunic torch (box-like flashlight w/leather straps to hang on a tunic button) w/4.5V battery on the way....plus, PC was fried on the second-to-last Sunday, and I am now on a refurb DELL.

[azskyman]

Hi there Bill.....glad to hear the pieces are all coming together. Sounds like the computer may not be, though.

One thing at a time. Thanks for posting an update.

Will Annabelle be blessed with any ribbons?

[streetsoldier]

Oh, yes...I'm planning on getting Annabelle (she be a ho') a Winterschlacht in Osten (Winter War in the East, 1941-42) ribbon length or two for her ears.

It was also known as the Gefrierfleischorden ("Frozen Meat Order"), and she LOVES frozen stuff!

As to the Taschenlampe (flashlight), it's a post-war "Narva" model made for the East Germans, but identical to one of the "Daimon" WW II types. It should arrive by Saturday.

This "refurb" is a DELL 3000, but it came with a three-year service package and 160GB of space (!) ; I plan to use the old 40GB hard drive (if it isn't fried) as a slave, and upload some necessary files from it to the new box.

[breeze]

Update on the office scenario regarding finding a secretary:

We've had Heather hired for a WHOLE month, now!

YAAAAAAAAYYYY!!!!

She says she's NOT leaving unless we kick her out! Keep your fingers
crossed, Poppysky, and, be sure and tell MRS. Poppysky, too!