Am I being set-up at work?

[onewhippedpuppy]

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?

[bivenator]

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.

[herr_oberst]

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.

[Porsche-O-Phile]

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.

[onewhippedpuppy]

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.

[BeyGon]

Originally Posted by onewhippedpuppy

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"

[carambola]

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.

[onewhippedpuppy]

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.

[Dottore]

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.

[nostatic]

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.

[carambola]

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?

[s_morrison57]

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

[Hugh R]

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.

[Danimal16]

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.

[onewhippedpuppy]

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.

[svandamme]

Any of this going on?

[Cory M]

Originally Posted by nostatic

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.

good advice

[rick-l]

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.

[onewhippedpuppy]

Originally Posted by svandamme

Any of this going on?

Would I be complaining? I think not.

Originally Posted by rick-l

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.

I breezed through chapters 3 and 4 years ago.

[nostatic]

Originally Posted by onewhippedpuppy

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.

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.