| Heh, we have lots of non sup GS 14/15 in our agency. Must be sweet. |
Another poster, and yes... I can totally relate!!! |
You are totally right to make this decision. And it's hard to go "back" once you are there - as OP is discovering and I also feel the same. |
Yep, this. |
There are two tracks to 15 in the DI: 1. Becoming a senior analyst (Senior Analytic Service or SAS -- equivalent to SES). VERY difficult and competitive. We liken it to getting tenure as a professor. If you get it, it's a non-supervisory gs-15 role. 2. Getting promoted to 15 as a manager. I'm not sure if this automatically grants you SIS, but I don't think it does. That's a separate promotion. This is a much easier path. It's very rare/essentially unheard of to go from being a gs-15 manager to gs-15 analyst. People have gone the other way (senior analyst to manager), but usually people who have been managers don't have the track record necessary to successfully apply to the SAS. Alternatively, people who don't want to be a manager or can't get promoted to senior analyst (or don't want the responsibilities that come with it) can stay as gs-14 analysts. It's a great salary and usually they slow down their work pace and work on complex, long-term projects. |
| I am a 15/10 non supervisor. It really is the best job in govt. just recently a few SES in the program got moved/transferred with new boss... some had to move their families. another reminder it's not worth the risk. |
But is that any worse than being on the bottom of the totem pole where your managers won't listen, senior managers won't listen and people just expect you to do work? I think a lot of this stems with bad hiring practices, inability to move people around without going through usajobs and political senior managers. The career staff are so much better than politicals. |
| I know someone who did this. Hated being a supervisor and went down to a non-supervisory 14. Eventually our agency got non-supervisory 15s and so he went back to a 15. Do what is best for you, OP. Life is too short to be that miserable at your job. |
+1 to this -- you'll adjust to making less money, just as you previously did to making more. Life is too short. |
| My husband is in the same boat. Frankly I’d rather have his time and sanity and be in a decent mood with our family and lose the pay. He has been horrible to live with since he became a 15. Worse was when he was acting after his boss resigned and he had ALL the supervisory responsibility but was still a 13 doing a 15’s job for a whole year. |
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State Department here. I’m a non-supervisory 14 and generally like the work because I have a lot of freedom and independence without the micromanaging. That will soon change because the chief is retiring. Management has been mentioning my name and I generally seem to want the supervisory 15 gig. Seems like a lot of front line managers regret signing on for their gigs. What am I missing? What sort of daily bullshit do frontline supervisors deal with?
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I'm interested in hearing this as well. I'm a non-sup 14 in a RUS area and my job isn't challenging to me at all. I like the job, easy and flexible but I'm annoyed by a self appointed "team lead" who is just another non-sup 14 on the team and our manager lets him run wild simply because the manager is an idiot and doesn't comprehend what we do. I'm ready to progress and am starting to apply for GS-15, but none of them I want to actually do based on the job duties. I'm 2210 and honestly I think I just want the title of being a 15 and the slight pay increase. But I know I honestly don't want to manage anybody nor do I want to move to a higher paying area such as DC. Non-sup 14 or 15 in a lively RUS area with low cost of living is the life! |
All sorts of things. It's like being a father/mother to 10 misbehaving kids except 1) they are not kids; 2) they don't do or listen to you; 3) you can't get rid of (or replace) them; and 4) your boss STILL expects you to get the job done (and more)... You are f-ed no matter what |
| Supervisory gs 15. Its worth it. If you can be direct, honest, authentic, empathetic, listen, you will engage your staff. Set expectations and communicate those regularly. Update your senior leader as to overall goals, and see if they have any others. Be a sounding board for those you supervise, share knowledge and be even keeled and don't micromanage. They'll be happ be loyal to you and your boss will appreciate your management of people and programs. Stay away from gossip and complaint. |
| Forgot to add, ask staff how you can help them achieve their goals - they should have some. Ask them how you can help them develop. It's a two way street. |