New boss does not understand the content of what we do

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I’m about to be this guy. If you are an SME you need to know that very few SME’s are good managers. Your boss could be a real asset for you, you just have to communicate with him. If you get along, just keep talking about your work and what you need to keep delivering…if your team is high performing this is the just the kind of manager you need anyway. If it turns out they really aren’t getting it or are getting in the way, you need to explain that, kindly. I’m sure the new guy wants to help not hinder.

That’s bullsh*t. in the Fed govt most SMEs aren’t given a chance to manage because promotions are based on personality and seniority not competence.

Um, trust me. SMEs don’t WANT to manage. I mean, please step up by all means.

lol you can’t “step up” in most Fed offices. They pick their favorites or those who know how to play the game better.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I’m about to be this guy. If you are an SME you need to know that very few SME’s are good managers. Your boss could be a real asset for you, you just have to communicate with him. If you get along, just keep talking about your work and what you need to keep delivering…if your team is high performing this is the just the kind of manager you need anyway. If it turns out they really aren’t getting it or are getting in the way, you need to explain that, kindly. I’m sure the new guy wants to help not hinder.

That’s bullsh*t. in the Fed govt most SMEs aren’t given a chance to manage because promotions are based on personality and seniority not competence.

Usually SMEs get promoted because they are good at the subject matter and the only way to promote them is into management. But then they are often bad managers, because managing is a learned skill. It's possible to be a good SME who is also a good manager, but it's not common. Also plenty of people don't enjoy it (I'm one).

It's way more common to be an experienced manager and apply that experience in a new subject area. That's why the SES program exists and is allowed to place SES anywhere a manager is needed.

It’s actually not hard to manage, but those who get selected for promotion and SES are not those SMEs who make an effort to manage well or show propensity for it.

[Anonymous]

A leader leads, a manager manages and a supervisor supervises etc.

I personally want to be a Leader. I think some people dont realize the difference and go to the Leader to ask SME type questions.

[Anonymous]

Anonymous wrote:A leader leads, a manager manages and a supervisor supervises etc.

I personally want to be a Leader. I think some people dont realize the difference and go to the Leader to ask SME type questions.

It depends on the organization. In my current workplace, most leaders are former SMEs and they need to be able to answer SME type questions as part of their role.

I suppose that it depends on your definition of leader. If you’re talking about c suite only, then they most likely are not SMEs. But lower level leaders are.

[Anonymous]

Anonymous wrote:

Anonymous wrote:A leader leads, a manager manages and a supervisor supervises etc.

I personally want to be a Leader. I think some people dont realize the difference and go to the Leader to ask SME type questions.

It depends on the organization. In my current workplace, most leaders are former SMEs and they need to be able to answer SME type questions as part of their role.

I suppose that it depends on your definition of leader. If you’re talking about c suite only, then they most likely are not SMEs. But lower level leaders are.

I guess I’m lucky in that everyone in my company is an SME in some respects, from the CEO on down. So much better that way.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I’m about to be this guy. If you are an SME you need to know that very few SME’s are good managers. Your boss could be a real asset for you, you just have to communicate with him. If you get along, just keep talking about your work and what you need to keep delivering…if your team is high performing this is the just the kind of manager you need anyway. If it turns out they really aren’t getting it or are getting in the way, you need to explain that, kindly. I’m sure the new guy wants to help not hinder.

That’s bullsh*t. in the Fed govt most SMEs aren’t given a chance to manage because promotions are based on personality and seniority not competence.

Um, trust me. SMEs don’t WANT to manage. I mean, please step up by all means.

lol you can’t “step up” in most Fed offices. They pick their favorites or those who know how to play the game better.

Yeah you can. No one wants management jobs right now. If you want it, ask for it. And then when you get it, please don’t complain about having to do “admin” work.

[Anonymous]

If you’d written she, instead of he, I’d think I’d posted this. Same scenario, for the second time in as many years. Have a new SES trying to be a square peg for a round hole. It’s exhausting to have to explain every little thing and train up yet another SES. Plus, there seems to be a personality trait among SES where even if they know nothing they have to be the one to talk and explain in client facing meetings, then I have to somehow jump in after they are done blowing wind and try to be like “Thanks Jane, let me just add a few more details to be sure we have the whole picture” and then try to talk around the fact that she just spouted a load of bs. Oh and the taking credit for everything we do. My SES 3 prior was quick to give us credit for things. The last two have presented everything our office has done as if it was their personal idea and work. Spoiler. It was not.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Do you all do weekly reports or meetings and brief him on what needs to be done? In theory, it should be your supervisor telling you. In practice, I have had new bosses coming in knowing absolutely zero about anything and had to literally forward them every email, explain what it is, when it needs to be done, who should do it, etc.

He understands that much.
But he doesn’t understand how much work it takes to get from point A to point B. Some things we are able to turn around very quickly, but he doesn’t understand which things are easy and quick vs deep dives that will take days or weeks. It all looks the same to him.

Then the best thing you can do is send him an estimated # of hours for every single task he sends out. If says that X needs to be done, you answer "sure! That's a quick one, I'll have it done tomorrow" or "Sure, no problem. That'll require X, Y and Z. Larla and I can work it together to get it done by the 20th, it'll take about 80 hours between the two of us." If the boss pushes back on the estimate, you go into greater detail on what it will take to get it done.

The above is a perfect example. If you have knowledge to share, share it! Stop complaining. Every job has a learning curve it’s important for you to understand even you had to learn what you know. Share the knowledge!