Michael called me into his office a couple months ago.
“Pam I’ve noticed a few problems with the way the sales staff is filling out their paper work.”
“Sorry about that. I’ll check more closely when they pass them on to me.”
“Well feel free to yell at them when they do it wrong.”
“I’m not going to do that Michael.”
“Why not?”
“First of all, they’re not necessarily doing it wrong; they’re just not doing it the way you like it. Second, that’s not my job.”
“Of course it is.”
“No that’s your job, Michael.”
“Close the door, please, Pam.”
Great. I closed the door reluctantly.
“I think you’re selling yourself short, Pam. This job is whatever you want to make it to be.”
“Michael. I’m a receptionist.”
“You have a lot more power than you give yourself credit for.”
“These people are my peers. I am not their superior. I have no authority over them. I should not be telling them how to do their job. That is your job.”
“No it’s not.”
“You’re the regional manager.”
“Right.”
“So isn’t this your responsibility?”
“No.”
“That’s the way it has worked at every other company I have worked for.”
“Not at the companies I’ve worked for.” (Michael hasn’t worked at anywhere but Dunder Mifflin for the past 25 years).
“You are the manager. At every company I have ever seen, managing the staff would be the job of the manager.”
“No you’re wrong.”
What??!??!? %&$^&@*&$$#
I had no more fight left in me. How do you argue that?
“Fine,” I said and left.
And things went back exactly the way they did before. Michael sat in his office earning four times as much as me. I answered the phones.
And no one managed the staff.