my leader

Thread Content

This post was last edited by wumian on 2010-1-7 14:10. I came to work in the research institute of my current unit a year ago and am engaged in project management. My leader is a man about the same age as me, but this man is deeply appreciated by his boss and becomes his senior executive. The leadership is a synthetic person. Objectively speaking, after working in the factory for a long time, he has a certain understanding of large-scale production. However, according to colleagues, the level is just that. Soon, I began to take charge of the design, construction, and commissioning of a project. My boss started to have more direct contact with me. First of all, my leader cannot understand formal process flow charts. He is not clear about many standard drawing methods and process representation methods. However, the leader always wanted to express his opinion, so without any calculation, he proposed to add more reactors on the grounds that it would not be safe if there were too few reactors. ； There are many pipes that require the use of plastic pipes or temporary pipes, because this saves money. They may only be used once a day. Isn't it too wasteful to use one pipe? . . . . . . Later, when the project started to be implemented, the leader asked for a lot of names. However, he never went to the site for a day, not even for the test run. He was required to report to him every day, and he was required to work overtime and conduct remote control at every turn. It would be nice if the methods he proposed could help the project, but most of his methods are useless. When it comes to coordination, he pushes it far away. In the end, we simply stopped asking him to coordinate. Instead, we coordinated by ourselves and got things done very well. Such leaders are annoying!