Memento Mori in the Modern Workplace

The Two-Headed Fear

I usually say that I am only scared of a person with two heads, and thankfully, I have never met one. Yet in my working life, I have had many encounters with colleagues, juniors, seniors, and C-suite personnel.

In the main, they have been nice, respectful, considerate, and courteous. It is the workplace that brought us together; our backgrounds can be radically different, just as our outlooks on the world might never be the same. If we are human, humane, and accommodating of each other, it makes for a pleasant working environment.

Frustration Is No Excuse

There have been exceptions, people who think their positions give them room to misbehave and be discourteous. Usually, they get away with it, and the behaviour becomes compounded and accepted by many. Once, I was offering support to a caller at work when he began hurling expletives out of frustration.

We all get frustrated, but frustration is no excuse for abuse. I calmly told him that I did not get paid enough to take abuse at work, and informed him that I was going to put the phone down.

When he was ready to discuss the matter calmly, he could call me again. We ended that conversation, and a few minutes later, he called back, apologised, and I resolved the matter.

The Gracious Senior VP

On another occasion, a deployment for which I had provided statistics showing a high success rate just happened to brick the Senior VP’s device. His secretary was implacable, and other senior staff were running around like headless chickens. I was instructed to call the SVP to explain my actions.

I had never met him before, but he immediately acknowledged me, then said he had seen the statistics and understood that, on occasion, something might fail; it just happened to be his device. He closed with, “Take your time, I appreciate what you do.”

There have probably been other technical personnel elsewhere, in the very same position, marched out of the office simply because the screen on a manager’s computer flickered.

Things can be that brutal. I learnt early in my career that keeping users honestly informed reaped more dividends than leaving them ignorant of what might affect what they do or how they work. To inform is to liberate.

The Master of the Universe

Bring in the esteemed fellow, the one to whom no one says no. He has the ear of the CEO, and anything he says is gospel and unquestioned. To have attained that status is commendable; but unlike the generals of ancient times, who at their victory parades had a man whisper memento mori into the ear of the celebrant, this master of the universe, for all that they have achieved, yet so lacking in character, thinks they own the world and that everyone answers to them.

They seek exemption and exception in the demands they make. Aggression and coarseness are their raison d'être; nothing is ever a request. They hold Aladdin’s lamp, incessantly summoning the genie to grant any wish, and should the wish be denied, truculence becomes them.

Any resistance, even a reasonable challenge to their requirements, is met with forceful tales of woe about how they cannot get anything done because the system, the design, or the personnel are lazy, wasting time, and derelict in their duties.

The thrust of the conversation leans towards disparaging you, your work, your team, and anything else you have done professionally and diligently.

Winning the War for Peace

It is tempting to assume nothing can be done when management indulges its favoured figure. Yet such attitudes can be named and challenged, and I have done so many times, with success. The behaviour is not untouchable; it simply relies on everyone presuming that it is.

Each encounter is weighed on its own merits; sometimes you yield, and sometimes you hold firm. Where there is no point in holding the fort, and they are used to having their way, you make that allowance too, for the peace of mankind.

Yet even in those bruising encounters, you can own facts that clearly prove their position wrong, leaving them with no option but to concede the point, even if they remain unrelenting in pursuit of their self-aggrandising goals.

We do not have to win every battle when the war is for peace, for respect, for dignity, and for the recognition that in every endeavour, no matter the position, the esteem, or the remuneration, no one of us is better than another.

We are equal as human beings, deserving of the same courtesy, respect, and dignity. It is in our efforts together that we all make the organisations we work for successful.

A Google NotebookLM AI Podcast on this blog