Posted on May 7, 2014
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I retired in 2011 and like most people I enjoyed and valued my career in the Navy very and overlooked the reality of working in the "real" world. I say this because while in the Navy I wore my knowledge on my uniform through rank and, what I call resume, chest of awards.
As a civilian I find it frustrating to constantly hold my tongue, I know Chief's holding their tongue, when managers are making bad decisions. Because of the variety of experience with the Navy I had the opportunity to knock on the door of my boss and present in idea or project for approval. I now have to build coalitions, sit in meetings, bring people along and educate everyone within the organization that might possibly have a stake in the project.
I used to joke about having meetings to have meetings but that was part of the process because we were doing operationally dangerous events that needed coordination so people wouldn't get hurt. As a civilian it's not about safety but about feelings, egos and job security. The most frustrating is dealing with this issue while driving the train to the exact same solution that would have taken me a couple of hours to correct but now is taking sometimes six months. I saw one project that had not been settled for 18 months because someone wasn't comfortable in saying yes.
I was just wondering if I am inpatient or still trying to get my bearings on how inefficient working as a civilian is and any suggestions to a solution. It just seems that breathing is intruding in someone's rice bowl.
As a civilian I find it frustrating to constantly hold my tongue, I know Chief's holding their tongue, when managers are making bad decisions. Because of the variety of experience with the Navy I had the opportunity to knock on the door of my boss and present in idea or project for approval. I now have to build coalitions, sit in meetings, bring people along and educate everyone within the organization that might possibly have a stake in the project.
I used to joke about having meetings to have meetings but that was part of the process because we were doing operationally dangerous events that needed coordination so people wouldn't get hurt. As a civilian it's not about safety but about feelings, egos and job security. The most frustrating is dealing with this issue while driving the train to the exact same solution that would have taken me a couple of hours to correct but now is taking sometimes six months. I saw one project that had not been settled for 18 months because someone wasn't comfortable in saying yes.
I was just wondering if I am inpatient or still trying to get my bearings on how inefficient working as a civilian is and any suggestions to a solution. It just seems that breathing is intruding in someone's rice bowl.
Posted in these groups: 
Employment
Employment
Posted 10 y ago
Responses: 4
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I’m two years in and I don’t think I have fully acclimated back into civilian life. They put us through rigorous training to break us down and get us ready for military life, they do nothing but a class to return us back to civilian....
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Hi all,
I would be willinging to bet many vets are experiencing similar circumstances in getting cats herded on a project. In the service our rank often drives efficiency because at the end of the day we are legally bound to do what we are told if it is legal & moral.
However, in the private sector where you can get fired or promoted based on your value added, I bet you will find much more efficiency. Or at least a greater sense of urgency. Typically, the smaller the firm, the more hats you wear and the quicker things get done. I would recommend trying to get hired on with a small or mid size company. These firms move fast on decisions because they have to keep the lights on, and those that do not, close their doors.
I bet you will find similar frustrations in big business unless you are on a small team with their own P&L responsibility. Having a P&L responsibility tends to ward off slow decision making and inneficiency.
I would be willinging to bet many vets are experiencing similar circumstances in getting cats herded on a project. In the service our rank often drives efficiency because at the end of the day we are legally bound to do what we are told if it is legal & moral.
However, in the private sector where you can get fired or promoted based on your value added, I bet you will find much more efficiency. Or at least a greater sense of urgency. Typically, the smaller the firm, the more hats you wear and the quicker things get done. I would recommend trying to get hired on with a small or mid size company. These firms move fast on decisions because they have to keep the lights on, and those that do not, close their doors.
I bet you will find similar frustrations in big business unless you are on a small team with their own P&L responsibility. Having a P&L responsibility tends to ward off slow decision making and inneficiency.
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I can't speak for corporate America, because I've never been affiliated with it as you are now, Ty. I will say, and this is apart from the anecdotes you shared above, that I have, at best, mixed feelings and more than a little trepidation about joining such a seemingly dysfunctional environment.
On a personal note, I've had a fairly difficult time adjusting from being on active duty for 20 years to the slow, un-streamlined, inefficiently run civilian sector. I find interviews to be exercises in futility and I don't like sending cover letters or thank you notes. I realize that's against current practice, but there you have it. I've never been good at conformity, as you can probably tell.
I'm not a fan of bureaucracies, and as you state above, a lot of these guys, particularly civilians in the public sector, are out for one thing and one thing only: their continued tenure in their current positions. No, you are not impatient and you are still trying to get your bearings in a very different employment climate.
It will take you several years to come down from being a careerist in the military, brother. It's taking me that long, and I don't know that I'll ever get completely past it. Territorial behavior is part of life. You'll do fine.
On a personal note, I've had a fairly difficult time adjusting from being on active duty for 20 years to the slow, un-streamlined, inefficiently run civilian sector. I find interviews to be exercises in futility and I don't like sending cover letters or thank you notes. I realize that's against current practice, but there you have it. I've never been good at conformity, as you can probably tell.
I'm not a fan of bureaucracies, and as you state above, a lot of these guys, particularly civilians in the public sector, are out for one thing and one thing only: their continued tenure in their current positions. No, you are not impatient and you are still trying to get your bearings in a very different employment climate.
It will take you several years to come down from being a careerist in the military, brother. It's taking me that long, and I don't know that I'll ever get completely past it. Territorial behavior is part of life. You'll do fine.
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CPO Ty Swartz
Greg,
You make some good points and I have observed that when I keep returning to government positions I am always pissed off because people are more about CYA than doing their job. That directly relates to communications and reputation management. I am now heading over to the commercial civilian sector to see how they react. I am hopping they want innovation and creativity along with results. I have found at my current position getting people upset at innovative ideas when in reality the ideas are public relations 101 and noting innovative.
You make some good points and I have observed that when I keep returning to government positions I am always pissed off because people are more about CYA than doing their job. That directly relates to communications and reputation management. I am now heading over to the commercial civilian sector to see how they react. I am hopping they want innovation and creativity along with results. I have found at my current position getting people upset at innovative ideas when in reality the ideas are public relations 101 and noting innovative.
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