Are you serious????? Army management isn't management at all! My Enciks and OCs were the reasons why I knew I made the wrong decision to sign onto the airforce. They always pass down the **** and never took responsibility or defend their men when things go wrong. Always blame the specialists, blame the situation, blame the environment but never willing to own up to their lack of sense and judgement. (I think they watch too much Singapore soccer; they are pretty much like the coaches) I knew there was nothing to learn from them the first year I entered proper into the ..... In fact, I was very certain as long as I do their opposite and grow bigger balls and be a more responsible person, I will go a lot further than them. In the army, it's all about passing the buck, no one's really solving problems. Smart people will wait, observe and then stay away or work as little as possible. Idiots will work hard and think they will be recognized or shoot for yearly "performance (wayang) bonus" of 2-3 months, peanuts (7k?). You find 1 guy working and 9 guys staring usually. Out of the 9 guys, 7 are just plain stupid and lazy, while 2 are really clever and were focusing on what's out rather than what's in.
Many studied, few succeeded in changing lines. Because you don't learn social skills. You can survive outside because you don't grow balls inside. You follow blindly and think the world is managed by rules and regulations on you. And yes, you are "managed" by fear and intimidation.
Quote:
Originally Posted by Unregistered
Thanks for sharing your experience, this is quite the same as my journey as well although I'm from Army.
When I first leave the Army at 30 years old, I underestimated the transition and difficulties ahead.Somehow assume that employers will prefer me as a manager as I have a lot of leadership experience managing a lot of people on the ground. I figured I was leading 90+ men under me with 10 years experience compared to my peers who a lot of them are not even managers yet.
Naively applied for some managerial jobs and either no reply or never make it past first interview. Was actually getting very frustrated after 8 months of jobless until I met an honest enough HR guy to finally tell me what was wrong.
He told me what I had in the army was authority granted to me by the organization, not leadership skills. In pte sector, good managers need to use a combination of bribe, plea, threat, incentive and praise to manage downwards & upwards depending on situation. Throughout the interview I displayed no understanding of this and they could tell that I simply assume that since I had the was employed as manager, I will ask my team to do this do that etc.
Took a steep paycut and start from fresh by joining as a marketing senior executive. Now progress to leading a department & I understand how different managing a diverse group of people who may or may not report to you directly is compared to planning schedules, barking orders at NSF & Specs when I was in Army. |