Am I being set-up at work?
 

Over the years this BBS has served me with some great advice, there's a lot of folks here that I genuinely respect. So I'm back for more counsel.

In September I was transferred into a new project engineer position at work. I was replacing someone in the same position that was laid off, more on that later. It was a pretty significant increase in responsibility from my previous project engineer position, I technically would need three promotions just to QUALIFY for this job. At the time I saw it as a big opportunity. Now it's scaring the crap out of me.

As a little background, I'm working the most important project within our company per the CEO. We are building an product for test and demonstration purposes for the government, with our current end goal being a govt demo next year (hard date set). Our organization has a chief engineer (CE), a design manager (DM), and two project engineers (PE), with other engineers falling out below. The other project engineer has a much smaller role and is responsible for a different end product, she is essentially not a factor in this issue. Chief engineer has been all over the industry and is a great politician, he also has the ear of our engineering VP. Lots of rhetoric, postures himself well to leadership, you know the type. Design manager has been a part of this project for years, all the way back to the trade studies phase, and he believes that it is his. He also believes that he should be the chief engineer, has a serious chip on his shoulder, and will quickly throw others under the bus to save face. On top of everything else, CE and DM are good friends.

As the PE, I'm supposed to direct the engineering, mod, and test activity on the project. In public, this is the case. Our CE and DM are very public about my level of responsibility, more than most. However, the DM in particular often works behind the scenes to undo my work that he doesn't agree with, and without my knowledge. Example: in a meeting stating that I am responsible for something, then changing my work after it is complete.

The DM has an agenda, and it is steering our project towards failure. I have made a number of decisions to change our course that have been undone by the DM. However, very few people are aware that I am not setting the course. Bottom line, I am being held responsible for a number of things that are beyond my control. When things go badly, I will be held responsible. I attempted to talk with the CE about this but he blew off my concerns, despite my telling him that I thought we were heading towards failure. Despite a number of warning signs the CE seems unconcerned, particularly when briefing upper management.

I've shared this concern with several other senior engineers on our project, both of which are having similar issues with the DM. While they are both concerned, they agreed that they wouldn't want to be in my shoes. I'm not just being paranoid, as they see the same issues within our organization.

Lots to digest, I know. Thanks for reading, in some ways just typing it was a good vent. This stuff keeps me up at night because I know if/when we fail it's my ass. The previous PE was laid off because the project fell behind schedule, now I question if he was really to blame. I've never been fired in my life, but I know that the decisions being made are not the right ones. Thoughts?

Document all. The changes to your design are especially important to hold onto. You may write some "plant" emails detailing your concerns, you would not have to send them, just save them.

Does the CE or DM have any reason for wanting this project to fail? Seems odd that, even though could blame you for the failing, it will eventually wind its way into thier lap.

Are they being devious or imcompetent is what I'm getting at.

Be diplomatic, keep your head on a swivel and assemble a detailed paper trail (including email printouts).

And, the very best of luck to you.

All you can do is document everything.

I can't possibly imagine what either one of them thinks they'll gain or how they'll look better if the project is a failure. Good managers set their subordinates up for success, not failure. And good workers make their managers look good by facilitating success, not failing them. All you can do is document all your professional recommendations and the responses/changes/overrides to them so if the project does fail, your butt is covered.

If the organization is really so dysfunctional as to be deliberately setting up failures, then perhaps it's not the kind of place you want to work anyway. Learn what you can and if they fail and they make you the sacrificial lamb for a failure, you can always go to someone else (or better still, on your own) doing the same kind of work only succeeding at it.

If they ever canned you, I'd make sure the client (gov't in this case) got copies of whatever damning e-mails, correspondences, etc. that management sent around implicating them for deliberately trying to sink the project. There would be some government attorneys that would LOVE to hear about that. So save everything and document everything and make sure you have good resumes handy and good contacts/networks at related companies "just in case". In the meantime, do your job to the best of your ability and try to make things succeed.

I don't think there's any intent for the project to fail. However I do think that the path we are on will lead to that result, and I am not alone. Thus far my actions that were publicly agreed to have been privately undone. Again, there is another agenda in play that is contrary to our end goal.

Really my concern is that I will be the fall guy when the project does fail, a buffer to protect the CE and DM. On paper this is all my responsibility and many folks aren't aware of the true dynamic at play.

Email and copy to on everything, as my wife calls it, "evidence mail"

if this is your responsibility, then start leading. in no way shape or from should the project progress with the changes. revert to the original intention. you have let these guys take over your project. quit being a dishrag.

The CE is my boss. The DM is supposed to be at my level, but the CE sides with him in all debates. I am short on options here. The problem isn't my decisions, the problem is my decisions being reversed or changed behind my back.

Another data point, the engineers on the project report to the DM. So its easy for him to change their tasks without my knowledge or inputs.

I've been in a similar situation more than once.

Document everything. Be clear about why you disagree with the changes. Send your notes to the CE and copy DM.

Success has many fathers. Failure is an orphan.

You can always cc up the chain. Whenever you find something "privately changed" send an email, cc multiple people, asking when/why the change was made and indicate that you did not authorize it. Never - NEVER have critical conversations only by phone. If you do have a phone conversation immediately follow it up with an email detailing the conversation points.

Shining a light on decisions and actions often shuts people down.

i apologize fort the dishrag comment, that was out of line.
i don't think you are being set up, just disregarded.
are quick question for clarity, are you the head PE?

Document everything, write a brief report and hand deliver it to the CEO and discuss this with him, maybe the DM just needs a good tune up and if he's important to the project keep him, if he doesn't come on board then fire his ass, same thing for his brown nosing buddy, on the ball or on the bus

What everyone else said. Plus, remember you can't negotiate if you can't walk away from the table. Keep financially secure and keep some "F You, I'm leaving" money in the bank, if at all possible. Also, keep other employment options current.

Sounds like you have the responsibility and the accountability but are being subverted by the DM. You having the responsibility and the accountability should give you the authority to provide the DM documented direction for justification why he is changing your direction without your knowledge when it was previously agreed. This is very damning on both the DM and the CE if they cannot justify why they have usurped your authority.

Document, Document and Document as the others have said. I have been in this position and lost only once. Trust but VERIFY. And do not be a nice guy. Be distant and if the opportunity comes lower the hammer. Fear is a great tool to use against subversives as they are drawn out into the open and must refute facts. Do not think for one moment that you owe these guys anything other than what you have a duty to do.

Thanks guys, lots of good advice. In retrospect "set up" wasn't the best choice of words, that implies a degree of malice.

If there were options for another job, I'd be gone. Sadly the Wichita aviation industry is pretty slow right now. I am looking though.

Documentation is pretty lacking, much of this is verbal. If it comes to a war of words I will likely lose, both of these guys are pretty entrenched. I've only been here a few years.

My biggest hope lies with a technical lead engineer that has had similar troubles with the DM. Unlike me he has 20+ years at our company and is highly respected. He is taking this issue to his leadership contacts to see if anyone will listen.

Any of this going on?
http://unrealitymag.com/wp-content/u...9/04/discl.jpg

good advice

Hmmmm .... let's see a title with no additional authority (or reward) but gets you to work harder and worry more.

I believe that is covered in management chapter 3. Don't worry about it. Chapter 4 is we're laying everyone off so work your ass off.

Would I be complaining? I think not.

I breezed through chapters 3 and 4 years ago.:p

Verbal didn't happen. You must get things in print. I have certain partners (mostly at other companies) who try to play these games. I've gotten to where I won't even answer the phone when they call, instead sending an email in response to their VM. If it is in person and they say/ask anything of importance, I follow it up with an email. I keep all my work emails (my IT guy hates me but can't really argue) on the server and locally on my laptop. It is how I track projects and conversations. I have so many things going on I can't keep them in my head. But email provides threads I can refer to later.

Different people have different styles of working and communication. But that doesn't prevent you from documenting everything via email. Just requires more work/time on your side of the equation.

+1000,

As much as possible, find a way to reference some of those old conversations/discussions when sending out new emails/memos/etc.

Whenever your plans are reversed by your boss send him a note asking for the reasons to do so. If there is no reply send a f/u request for explanations. Get both of them on the record as much as possible.

Good luck and be determined in pursuing your plans. Show strength under duress.

T9

Based on the political dynamics/structure you describe, all the documentation/evidence in the world will be of no value (unless your concern is that you might go to jail). You are what I call "the designated scapegoat." If successful, you will not really get full credit...but you will get full blame if not. The only thing you can do...is do everything you can to make this project successful; and if you survive, that will earn you a real responsibility next time.

One thing I've found is that open documentation often changes behavior of the political animals - it can force their hand. If everyone up and down the chain knows what is going on it is much tougher to point fingers later on. But some leopards never change their spots.

It's funny because I was talking with one of my programmers when we were in Hattiesburg last week. He said he put "Potential Scapegoat" on his resume as a job skill. I told him that I'll hold him to that if the sim crashed the next day.

I have been the "designated scapegoat" many times. It has sort of become my specialty. The first couple of times I was hired into positions that were seeming way beyond my expectations. They were on programs that were not only expected to fail, but projects that the top leadership wanted to fail...but could not admit publically. Unfortunately, no one told me...so they turned out wildly successful in spite of even outright sabotage at times

The last couple of programs were already failing...but at least the folks at the top were hoping for success...but I was certainly hired as the guy to blame if they failed. I sorta like the challenge, but it usuallly means crazy hours, lots of pressure, and little high-level support or resources. So far, I have turned all around which although painful (burnout), have been pretty lucrative for me.

Sounds about right. I know what we need to do to succeed, but it will go nowhere if my actions are undone.

Matt,

Thoughtful documentation copying everyone concerned including CEO with the project. This will bring your concerns to light in a productive manner.
Luke

Matt, beyond documenting everything it is essential that you also challenge the changes being made to your instructions.

You MUST document your challenge to those changes and require an explanation. Also document repeated attempts on your part to get that explanation. If you know changes are being made and you remain silent, then you are in fact approving those changes and you WILL be held accountable.

With our corporate culture that would likely get me fired, or at least unofficially blacklisted within the company. Sad but true.

Trust me, that has been the topic of many a heated discussion. DM deflects the issue and refuses to own up to changes, CE thus far prefers to ignore the issue which is effectively siding with the DM.

its been said and Ill say it again. DOCUMENT everything. Times, dates, issues, etc. and make a copy of it somehwere. DON'T rely on company servers to hold this info, as if the crap hits the fan, you will not have access to your emails or the servers..

Unfortunately, you do not have the power to do exactly as you wish. Maybe after many successes, you will...but not now. You must make alliances that will adjust the direction of the project gradually so that they are not recognized as threats (like buying your Porsche parts a few at a time instead of a single $10k purchase...to avoid the wife's wrath). Get buy-in on your ideas from the other primary leaders (maybe make them think that they are their ideas..give them credit for them). Especially those pulling against you. And always remember; perhaps you are wrong and they are saving your job daily by following the correct path (or maybe only sometimes). Last of all, for many decisions...it really doesn't matter much which path you take; concentrate on the ones that are critical. You need to choose which hill to die on.