Story:
The First Line Manager: On Being Plateaued

The Vice President of the division told me a decision was made that I was not going any higher in the management of our company. I had known this in a subliminal way for a while; hearing it had made it final. This was no longer a feeling of mine; it was now reality.

I was stopped. Can I get my head around this new realization and move in a different direction? My upward advancement was over. I was a business office manager in a small town. I hesitated to tell Emily that we were going to live in this small town until I retired.

Rev. Robert Schuller stated in one of his sermons “When God closes a door he opens a window.” I was looking for the window, hoping I would find something to focus my energy on anew.

Emily and I shop at an outlet mall near where we live. When we go to this outlet I always visit the bargain book store. The next trip to the mall bookstore, I found a book entitled, “The Plateauing trap” by Dr. Judith Bardwick. This book provided the window I jumped through. The book made me aware that all managers reach a plateau. Yes, even the Chief Executive Officer is plateaued.

The book brought out that all managers are stopped at some point in their careers. Most managers’ feel trapped. The book stated that sometimes managers are not prepared for this event. Also, managers need to come to a reconciliation to the position where they are trapped. The book gave me the impression that my generation had been sold on a false premise. This premise is managers have an ongoing upward career. Our career focus is key to our progress. My company gave all managers a training course called, “Career Path Training.” We were headed to the top. Dr. Bardwick’s book gave me ideas on my situation and a new path to follow.

I thought about how my father. His focus was very different. He was happy to have a job. He took pride in performing that job to perfection. My father grew up during the great depression. He knew how important just having a job was, no career in the sky crap for him. His satisfaction came from being the best at his job. This was his pride.

There it was, from now on I would be on a different learning curve. I would learn more about my job, and perform at the same high level that got me the job. I would do a deep dive into all aspects of being a Business Office Manager. I always wanted to be the best; this became my primary focus. I would dedicate myself to my job. That would be my career, becoming the best at my job.

In a few years, my new attitude led to my advancement to Dispatch Supervisor for the new central dispatch center in our division. I supervised the dispatcher’s activities. My intensive knowledge of our operation and customer service systems was key to the development of effective policies and procedures. This knowledge kept the unintended consequences of new processes to a minimum. In this new position I worked with the Business Office Managers in our division. They knew I understood the complications of their jobs. The dispatch center became an integral part of their customer service activities. What a great way to contribute to the success of our company.

Because of my attitude a new window was opened to me. I went through it to truly rewarding new job in Tuscaloosa. I was given a great new challenge. Thanks Rev. Robert Schuller and Dr. Judith Bardwick; you helped me get off the plateau.