The old guard

I'm helping out with another team this week, and I'm dreading it. Unlike my team, there are some really long term employees. Normally, when I say long-term employee, I mean that they've been with the company six months to a year. Not so with this new team; there are people there that have been working for the company for longer than I've been alive.

It's a very different sort of challenge to manage the old timers. Newer employees can have bad attitude, but the specific type of snottiness that comes from the old guard can't be duplicated by a petulant new hire. It's the kind of look-down-your-nose tone that says, "I was here before you were, and I'll be here when you're gone."

They're probably right about that (due to a job interview I had this week, that I hope will pan out!) but, I digress.

The old-timers are generally identifiable by a few traits:

1.) They look down at fellow CSRs, and treat them as inferiors -- far moreso than anyone in management would ever do. This makes them utterly useless for coaching and training, but yet they whine when they aren't allowed to do these things.

2.) They expect to be above the rules when they see fit, and act shocked and angry when they are told otherwise. They should be able to do whatever they like on their calls, regardless of who is making the criteria.

3.) They believe that since they've done their time, they shouldn't have to be productive anymore. Their accumulated knowledge should be enough to earn them a paycheck, and it should be considered charitable if they actually do all the tasks that are expected of the average employee.

4.) Even when told that certain decisions (like raises, schedules, and promotions) aren't based on seniority, they bring up their tenure with the company to show how unfair it is when they don't get what they want due to sinking performance ratings.

5.) They resist and fear change, and dig in their heels when asked to make the most minor alteration to their routine. They hate new technology and cling to their old systems and ways.

For all of these reasons and more, I dislike dealing with them. Now, there's one or two that are okay, and haven't accepted promotions because they like the job or a particular schedule unavailable to management or support positions. Generally, though, those representatives that have been with the company forever and have been passed over at every opportunity are a pretty useless bunch. They sow dissent and, in some cases that were entertaining to deal with, teach new employees how to cheat the system and slack off.

Fortunately, a new supervisor and some firings for the worst and most useless of the group has made them slightly more manageable. However, I'm concerned that I'm going to experience "substitute teacher syndrome" -- when the sup's away, the agents play -- when I'm overseeing these agents.

It's just pathetic to see an adult whine, "But my supervisor lets me do this!"

My response to this is the same as I would give any petulant child:
I don't care what they let you do. I'm in charge right now. When that person gets back, you can ask them to do that, but until then, the answer is no.

I guess it's pessimistic, but I'm steeling myself for the worst.