Today was one of those Twilight Zone kind of days. They tend to haunt me wherever I go, and I’m beginning to wonder if the problem might be ME. And yet….what would you do differently?
Situation: You are assigned a proposal for the design of roundabouts in a nearby community. You have a couple of relatively similar previous proposals to use as a basis to go by. Your boss sends the project manager (PM – an engineer who is supposedly adept at managing these types of projects and is the lead on the proposal) and cc’s you an outline and schedule for all the benchmark deadlines to get the proposal done and outa here – a little ahead of schedule due to the next week having the 4th of July holiday, lots of people taking vacation, including you and your boss, as well as the PM. There’s still adequate time – the proposal has just a 12-page limit.
Issue #1: The project manager needs to identify who he wants to include as key people, and which projects they worked on to highlight in the proposal. He names them, and you send him cNates of their resumes which are missing many many project descriptions that he wants to include. Since he’s in a branch office, his duty is to nail down these individuals and have them provide a brief description of what their roles were on the projects and send them to you (you then wordsmith and edit). However, this doesn’t happen. He does nothing.
Issue #2: You pull together what you think is relevant from the other proposals, based on what the request for proposal (RFP) instructions require. Keep in mind, you are not a roundabout traffic engineer. Based on this client being very local, you pull local information and local references. They are also a small community, so your thinking is that they might be intimidated if you brag too much about having national experience, but you touch upon it without flaunting it. You include pertinent graphics and photos. You wordsmith and transition into the following sections.
Issue #3: You call up the PM and act all warm and friendly, because you get so much more with sugar than you do with vinegar. You remind him of the schedule and ask about the status of the items he’s responsible for providing (staff project descriptions, project understanding and approach, matrix details, etc.). He coldly states that he’s too busy. You, yourself, are also handling all the details of another project interview and attending practices that take up many hours of your day, so yes, you understand “busy”. But you also understand that there is a looming deadline that absolutely must be met. You remind yourself that engineers tend to be blasé about such things. Keeping your voice calm (and sweet, because you don’t want to go all vinegary) you say, “Oh, it’s nuts, isn’t it? So, when can I expect to see something from you? Keep in mind that the schedule calls for the final document to be QC’d (quality controlled) tomorrow afternoon.” The response is vague, non-committal, brusk, and somewhat condescending, read between the lines as “this is so beneath me.” He does say, “I don’t think we need to include an organizational chart.” And then he whines, "This isn't due until next week!" You remind him that nobody's going to be around next week.
Issue #4: You have a very brief opportunity to discuss things with your boss, and mention the lack of response and that the PM doesn’t want an org chart – which is typically standard. She says, “What? No, we definitely need an org chart! What’s he thinking?” So you design the org chart and insert it in the rough draft.
Issue #5: The (very) rough draft goes to what is called “red team review” – to certain knowledgeable people, including your boss, who critique the document and ensure that it’s following the requirements of the RFP. Normally it's supposed to be very close to being final, but it's not because of the holes the PM has not yet filled.
Now Comes the Twilight Zone StuffA member of the red team responds with somewhat scathing remarks. A lot of her points are valid, because you have purloined verbiage from other proposals since you haven’t received specific direction from the PM. You’re making a lot of assumptions based on very little information (plus you are not an engineer), and you were only hoping that you’d hit the mark, at least somewhat, until the PM “wasn’t so busy” so that he could be more specific with what he had in mind. Your feeling is that providing something is better than providing nothing at all.
Issue #6: You ask to meet with your boss to go over the proposal and the (scathing) comments, and hope to get some insight. You feel that being proactive about this will be a positive thing – you do want the proposal to be an excellent document that should win the project. And now that you don’t have jury duty, you have a little more time to ensure that.
Issue #7: So you meet. Turns out, according to your boss, that the red teamer with the scathing remarks has spoken to your boss behind your back and bad-mouthed you Big Time. Your boss assures you that she stuck up for you, and explained to the red teamer that the PM had not adhered to the schedule, had not been responsive, was not asked to even be responsive to items other than he alone could provide, and that if he felt overwhelmed or out of his element, he did not communicate that fact. You are quite bewildered that the red teamer would blame you in the first place, but are relieved that your boss was supportive.
Issue #8: You recommend to your boss some improvements to the proposal, inquire about her thoughts about your ideas on revamping specific portions, such as “How about if we have call-out boxes for the staff members that indicate their benefits to the City?” She thinks it’s a great idea. She also has some great ideas of her own. The two of you collaborate and improve and high-five both of your great contributions and you feel really good about it. And supported. The red teamer arranges to meet with both of you in a couple of hours. [Apparently the PM is now out of the picture, which is weird]. You go to your desk and fill those two hours scrambling to make all the revisions and revamps and you skip lunch and listen to your stomach growl but pretty much ignore it.
Issue #9: You and your boss and the red teamer meet. Red teamer says, “We’ve got to focus on our national experience! Why would anybody think to just focus on the local?” Your boss agrees, although your logic was based on this being a local client. Then your boss takes all the credit for all the improvements to the document. “And so I came up with these staff call-out boxes.” You stare at her. She is oblivious to your stare. Red teamer is very pleased and relieved that your boss is involved and has come up with all these great ideas. You feel like a dweeb. A total idiot. You think about speaking up and saying, “Hey! That was my idea!” And yet, how would that go over? How would that be perceived? Is it worth the risk of repercussions or even the possibility of being shot down? Red teamer says, “I think it’s absolutely stupid to have an organizational chart.” And your boss says, “That’s what I thought, too! It’s just totally unnecessary.” [See Issue #4 above].
So.
Yes, I guess I made my boss look good, which is what we’re supposed to do, right? At the expense of making me look like an idiot. (And was she really supportive of me during her earlier conversation with red-teamer?)
What the fuck have I gotten myself into?