MondayMost of the morning I spent talking to the Information Services team. These five researchers have nothing to research since their projects were ended. Their manager had got a job elsewhere and rather than appoint a new manager they had simply been reassigned to the marketing department a couple of weeks before my arrival.
The expectation (among other managers) is that they will probably be made redundant, but I am determined to have nothing to do with this - I am on a temporary contract, and I don't need to get involved in this kind of unpleasant work.
Then a meeting with Ryan M, manager of the Operations Team. We discussed his marketing requirements for 2011, interspersed with many anecdotes connected with his love of football - both as a player for a local club and as a Chelsea supporter. He told me he had a fiery temper on the football pitch and often gets sent off (evidence of this sporting aggression is a small scar under his right eye).
Early afternoon a meeting with Meryl P who did my job before I was appointed, and had been demoted for incompetence. I am supposed to be supervising her work and training her to take back her old job when I leave. However she does not seem to be interested in getting her old job back, and whenever I try to delegate work to her she claims to be too busy. Presumably she is still feeling hurt and humiliated. There are two ways I can tackle this - I can either micro-manage every hour of her day until she co-operates, or I can leave her to do as much or as little as she likes. For the time being I am leaving her alone, but the downside of this is that I'm not getting any help with my ever-growing workload.
Late afternoon a meeting with my boss Tom D and Felix S who manages the other half of the department (statistics). It was a budget planning meeting. Although everyone else in the NGO is talking about budgets being cut, Tom D was confident our 2011 marketing budget would see a twenty per cent increase (his big head nodded, his wide mouth shaped into an even wider smile, his lips glistening with saliva).
I stayed in the office until six o'clock, then up to the Boardroom for a meeting about Information Services. I had not realised that Information Services had been
an NGO within an NGO with a separate board. This board was now being dissolved and the team formally absorbed into the main NGO.
Present at this meeting was Tom D and two other board members whom I had never seen before. There was a lot of comments about how "difficult" the Information Services team had been to manage. I was asked to leave the room while a final remuneration payment for the two board members was negotiated with Tom D (although I saw later how much they had been paid).
Afterwards the meeting adjourned to a local hotel for a board dinner paid for out of the Information Services budget (this dinner had been an annual event, although as the NGO had been dissolved you would think they would have dispensed with it).
The hotel was a large Victorian villa, the dining room of which had been turned into a restaurant with five tables. The room was panelled and the over-furnished. Two other tables were occupied. The four of us had drinks at the bar (Campari, which tasted like cough mixture, with caviar on strips of toast) then took our places at one of the tables. The food was excellent, served with very good wines. Haddock and prawns wrapped in pastry, an enormous steak, a huge slice of chocolate gateau.
Tom D entertained the other two with a lot of management machismo talk.
TuesdayNo need to go to the office today, so I got up quite late.
At eleven I left the house and drove about seventy miles to the village where Tom D lives. He had asked Felix S and myself to a meeting at his home so that we could plan things "away from office distractions". His house was a modern building, detached but not large, 21st century bourgeois interiors.
Almost as soon as we arrived we had lunch of lasagna with a fizzy Italian wine, followed by cheeses and biscuits, followed by a glass of port. Tom's wife hovered in the kitchen, although she could have joined us at the meal. When the table had been cleared a large cafetiere of coffee was brought through.
We discussed management issues connected to our department. The budgets for 2011 have been agreed by Alec Pressberg (CEO of the NGO) and Tom's allocation has been increased by about twenty per cent (exactly as he had predicted). Tom then divided this money up - some to Felix, some to a general fund, and the remainder to Marketing controlled by myself.
The Marketing budget is huge, the largest I have ever controlled.
"The money is yours to spend as you see fit" Tom said to me, "I don't want you to feel that you have to okay things with me first" (this directly contradicts what he has said to me previously, that I have to clear ALL expenditure with him first).
The meeting finished at 4.30 and I was home by 6.
WednesdayOn the journey to work each day I have mapped out in my mind exactly what I want to do. But when I get to my desk it all seems so complex and chaotic. I am also getting a headache each day, usually in the afternoon.
A visit from Baptist Minister Caleb who is a sort of unofficial adviser to the NGO (or perhaps he does have an official role that I don't know about?). He stood by my desk chatting. Most of his anecdotes consist of massive rows that he has with people and that he always wins triumphantly.
In the afternoon a meeting with Preston who manages the Innovative department. I had been warned that he could be difficult so it was a relief the meeting went well. We talked over various marketing campaigns he wanted to do next year.
Two people came to see me from the all-women advertising agency that is producing the NGO's magazine. We went into one of the glass-walled meeting rooms. They had a selection of digital photographs for me to choose an image for the front cover ("you can't have that one, it hasn't got a woman in it").
ThursdayA day when things seemed more under control.
During the morning a meeting with the Information Services team, giving them research projects on behalf of the other departments. They responded to the new work with enthusiasm. They are very nice people and I like talking to them.
Lunchtime I went to a pub with Felix S and Personnel Manager Yasmin. It was a rowdy pub with a group of lads at the bar singing along to the chorus of Cee Lo Green's
Forget You (but instead of "forget" they sang a different f-word). We sat in a bay window and talked about office politics (which we all seem mired in).
http://www.muzu.tv/ceelogreen/forget-you-music-video/733531?country=gb&locale=enFridayAnother long meeting with Preston in his Innovative department (half of the ground floor in the right-hand side of the building). He has a sort of maverick reputation, but I suspect he just enjoys being provocative. He told me it was a relief to talk to me, and that finally he thought someone in the NGO was on his wavelength.
Then into a database meeting, chaired by Felix S (the master database is under his control). Felix so vague and waffling that I felt myself becoming irritable. At one stage everyone in the meeting was criticising Felix.
The afternoon spent Special Projects manager Carmel, visiting possible venues for her launch - none of them were suitable.