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.

When he assigns the ones that take days, say unlike example a,b,c which can be done quickly because they only involve d,e,f steps doing u,v,w, involves steps x,y,z which take considerable longer because……..

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.

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.

Offer help!

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.

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.

Anonymous wrote:You need to manage up and give him the context he needs for management decisions. This is really common in nearly every fed job - people rotate in (political, military, career management) and they do management tasks, and the subject matter experts do the work.

Honestly, a manager who does admin tasks timely and doesn't parachute into your projects is a dream, keep this guy and help him succeed.

Yep. This is time to manage up and help him learn this stuff. Don't expect him to know how long stuff takes; tell him how long you estimate it will take. Ask for check-ins where you go over this.

How is he making you look bad?

My best manager every was when I was on an elite software engineering team and he was a former minister. Guy couldn't code at all but he was a great listener and people person. Taught me a lot. Both ways (people skills /common sense/big picture >> tech /process knowhow for most management).

You need to manage up and give him the context he needs for management decisions. This is really common in nearly every fed job - people rotate in (political, military, career management) and they do management tasks, and the subject matter experts do the work.

Honestly, a manager who does admin tasks timely and doesn't parachute into your projects is a dream, keep this guy and help him succeed.

He’ll learn. Give him time. I’m sure he doesn’t like being in this position either.

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.

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.

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.

We are a small data/reporting team at a federal agency.

Our new supervisor was brought in not so much because of an incredible skill set but because his component got deleted and they needed somewhere to put him.

He’s a very nice guy and fine in terms of completing supervisor tasks like managing team coverage and administrative tasks.

However, his understanding of the content of we do and our data is superficial, even worse, he does not grasp how much knowledge he is missing. Even rudimentary knowledge about statistics and calculations is not there. He does not know how to triage because he does not know what is involved in our work and it is getting us in trouble.

His supervisor must have a clue, but hasn’t let on. It is making us look bad.
Is there anything we can do?