Apparently some questions have been raised regarding my relationship with and opinion of Mark. I think the air really needs to be cleared on this.
Wow, where do I begin?
I feel like Picard trying to talk to Troi at the end of ‘Chain Of Command’.
Our relationship was a VERY strange one. He saw me as his son, his protege. A younger version of himself. He told me so.
He was at different times an opportunity, a destroyer of things I held dear, an egotistical monster, a colleague, a teacher, and one time my savior.
Suffice to say it’s incredibly complex.
When he first came I saw him as an opportunity to effect positive change. The radiation burst that speeds up evolution. But it quickly became apparent that he did not share our goals or values. Neil was willing to manipulate the system and stand up for us to make sure we had what we needed to do our jobs and look out for our guests’ best interests. Mark wanted to save money, that was the beginning and end of his goals.
His budget cuts put the staff in physical danger, including myself.
He arbitrarily cut my wage as well as two others because he found a loophole that let him. I never forgave him for that. For many things. As much as it made me angry it had a life-altering effect on another. For the worse you can be sure.
One day he was given a new responsibility, one I had been entrusted with a few times before so I tried to build a bridge by giving him some advice, he interrupted me claiming “I have to have confidence in myself or else I’m not an effective leader”
“So that prevents you from receiving advice from people who’ve done it before and may have specific knowledge you don’t?” I asked.
He just stared at me. I shook my head and left mentally chastising myself for being fool enough to extend an olive branch, clearly I should have just waited for him to fall on his face.
He would perpetually order me to ask managers in other departments questions I knew the answers to inside and out, sometimes regarding procedures I invented! I was faced with a choice: lie about asking or embarrass myself and annoy professional colleagues. I created a third option by prefacing it with “even though we both know I know this Mark has ordered me to ask you…”
Those interactions ended with commiseration and sympathy from the manager in question.
He kept me on my toes, I’ll give him that. A bit like a dog that’s been beaten repeatedly.
That beaten dog metaphor really works in this situation.
Here’s a classic example of unforgivable Mark. He had ordered a Runner, some 15 year old kid working his first job, to take tickets to a gate. Along the way this poor kid got hit in the eye by some misfiring pyro. The kid managed to stumble to first aid to have his eye flushed. When we discovered what had happened Mark was livid. He was intent on firing this kid for disobeying him.
Yes, ideally the kid should have informed us of what was going on but frankly for his age and experience he should have been commended for seeking medical attention and not panicking. This wasn’t about a minor procedural breach, Mark kept saying it was about disobeying HIM. This was ego run amok.
The management team was discussing the kid’s fate as we awaited his release from first aid. I was disappointed to see no one standing up for him.
When he returned to the office I had to physically get in Mark’s way “I can’t let you do this” I said to him.
“Fine, if you’ve got a point to make then make your case and I’ll consider it” he said.
“You can’t fire this kid for forgetting to inform us of an injury until after it was treated. It’s a minor breach of procedure at best, and even then it’s an unwritten procedure. I wrote the book on his position. Literally. I wrote the manual and conducted the training, this possibility wasn’t covered. If you want to issue him a verbal warning I’ll do it for you but if you try anything above that I’ll go to the union myself” I said.
“But this kid’s caused you trouble before” he said.
“That may be but that doesn’t make THIS right” I said.
“Wouldn’t we be better without him though?” he asked.
“That’s something we can talk about during his appraisal at the end of the season. This kid’s doing the best he can at his first job and by-and-large he’s done pretty well. Firing him is an overreaction and it will do irreversible harm to both him and the department’s morale if you do this. This isn’t about him, it’s about your need for control. Life isn’t like that and this kid deserves a fair chance.” I argued.
“Are you willing to be responsible for his actions for the rest of the season?” he asked.
“We shared that responsibility the moment we hired him. You want to lay that solely on my feet? Fine, if the alternative is you firing him. It’s wrong and it’s not going to happen.” I said, staring him in the eye.
“Alright, he’s your responsibility” he relented.
When the time came to issue the verbal warning I sat in on it. The kid was absolutely terrified, like one wrong word would have destroyed his fragile nascent ego or at the very least make him cry.
“Do you want union representation?” Mark asked, as he was required to.
“Not if Ray’s here” he said “I know Ray’s an honourable man, he won’t let anything bad or unfair happen to me, I trust him.”
At the time I wanted to strangle Mark for making it come to this but as I look back over the whole encounter I consider it a defining moment of my existence. That situation should tell you everything you’ll ever need to know about me. That kid looking at me, completely willing to trust me with what was probably the most stressful situation of his life up to that point.
I realize I’ve painted quite the picture of a monster here thus far but that’s only half the story.
He wasn’t without a conscience but his sense of right and wrong seemed to trail behind his snap decisions. As a result he spent a lot of time feeling bad and trying to heal rifts that he had created. He’d hurt people and then feel bad when it was too late to do anything concrete to make it better.
And one of the harder things to accept was that more often than not, he was right. Don’t get me wrong when he was wrong he was wrong big but more than half the time he had good ideas. It’s easy to hate someone who’s a monster but someone who’s a monster less than half the time with after-the-fact guilt? What do you do then? You get over it and do your best to limit the damage and protect the team.
I was, and still am, fully committed to the organization I serve. I worked with what I was given. I didn’t let it stop me from doing my job, even when he made it harder.
I had it out with him a few times too. I sat him down and told him exactly what I thought he was doing wrong and to his credit he kept an open mind about my comments.
There was also this one time I found myself in a bit of trouble and he saved me. He took some heat and vouched for me when he barely knew me. My career may have been over right then if he hadn’t intervened.
Afterwords he took me aside and said “everyday you come here and give 150%. I don’t mean that like people always say give 110% and all that, you really do the work of one and a half people if not more. I don’t want to see you come back from this trying to give 200%. You’ll kill yourself, son. You made a mistake, it’s something you learn from, it’s not something you work off and it doesn’t take away from the good you’ve done.
These people need you, I need you, and we need your confidence in yourself. I know this punishment is taking away something that means a lot to you but I also know that no punishment we give you could compare to how you’ll punish yourself. So go home, beat yourself up over it for a day, then move on because we’ll need the you these guys all know”
What do you do with that?
Owing so much to someone capable of such heartlessness?
I’ll tell you what you do, you do your job.
And you watch your back.
One day he insisted I leave my laptop in the office. Sure enough it was stolen and his first response was to tell me to my face in front of witnesses to commit insurance fraud by staging a break in at a friend’s place who has insurance! When I told him in no uncertain terms that I had no intention of committing one crime to right the wrong of another he told me he’d help me out in official channels.
For the next several months he gave me the run-around like you wouldn’t believe. I eventually had to send him a snail mail letter threatening legal action just to get him to return my phone calls. In the end he essentially told me to screw myself.
Like I said, this stuff’s complex.
I learned a lot from him regarding budgeting and such. I am now incapable of looking at a budget without seeking out undiscovered inefficiencies or areas to save money.
It’s a switch in my head he somehow flicked on and now I can’t shut it off. It’s created some minor challenges in my new department as they weren’t concerned with budgetary issues, I used to be like that. I think I can’t justify taking more than I need when I know my old department is strapped beyond reason. If I can save several thousand dollars it’s money others may need more than I. I actually had to convince my boss that saving was important.
This new department had never been on budget before, in my first year I brought it substantially under budget for the first time in the history of the organization. Mark gave me the mindset that made that possible. I used my own skills and talents to do it but had it not been for Mark I wouldn’t have made it a priority.
Before Mark I came up with out-of-the-box oddball solutions that served the team and the guests that worked. After Mark I do all that and save money at the same time.
So do I hate him? Do I owe him? Do I miss him? Am I glad he’s gone? The answer is yes, to all of those.
Did I look up to him or see him as the father figure he made himself out to be? No on both counts.
The whole situation was complicated but I can say this: I made it work. My various conflicting feelings and obligations never kept me from doing my job. I protected the team, helped the guests, served the organization, and made improvements along the way.
What can you take away from this story? I can work with almost anyone and maintain my professionalism, especially when the wellbeing of the family is at stake.
Did I leave my old department because of Mark? No, had that been the case I would have left years earlier. That said when the time came to leave, the changes he’d made that I disagreed with and the worth of which never became apparent, the things that changed the nature of the department made leaving a little easier.