Feeds:
Posts
Comments

Posts Tagged ‘working’

Growing up, I assumed that sooner or later I would be a teacher. For someone with the ability to write, it seemed the easiest way to make a living. However, my first semester as an instructor was so disastrous that it was almost my last.

Part of the problem was that, like most people with a master’s degree in English, what I knew was literature – but the jobs available for newly-minted graduates were inevitably for teaching composition. The assumption was that anyone with a degree in English must be an expert in rhetoric, which only makes sense if you have never read an academic journal, and have somehow missed the fact that literature and rhetoric were two different subjects.

However, most of the blame belongs to me. While doing my degree, I had worked regularly as a teaching assistant, sometime without outstanding student evaluations. I was left with an exaggerated sense of my own competence, and no understanding whatsoever that leading a discussion did not prepare me in any way for designing a curriculum or taking responsibility for an entire class. In effect, I was like a corporal suddenly trying to doing a captain’s work without any idea of the shift in perspective that was needed.

To make matters worse, I had booked a full teaching load for the semester at two separate community colleges. One of these bookings required a two hour commute both ways twice a week. I barely had time to mark, let alone plan lessons, and I was soon lurching from class to class, struggling to have something ready to teach.

Another mistake I made was to start with the assumption that students would be in my classes in order to learn. I didn’t appreciate that community college was a continuation of high school by other means by teenagers still living in their parents’ house and not ready for full-time work.

Nor did I understand that, although I was interested in the subject of composition, I was usually a minority of one any time that I taught it. Composition is usually compulsory, and students imagine that, having passed high school, they already know how to write an essay. Consequently, they are so bored in class that, during one lesson when I segued from my lecture to reciting “Jabberwock,” it took nearly a minute for most of the class to notice.

Anyway, the result of all these circumstances was that I approached course design in the most clumsy way possible. My conception of what I was doing was so haphazard that I even scheduled one class to talk about sentences, their length, and how to vary them.

Almost immediately, I failed. What’s more, by halfway through the semester, the students and I both knew I was failing. Soon, I was entangled in a positive feedback loop, feeling I was a hopeless failure and desperately soldiering on while feeling I had no credibility. The other teachers at the two colleges seemed unapproachable, and the lingering tatters of pride kept me from asking for help from those who had been in graduate school with me.

The low point came with a final exam. The college had changed its time without telling me, but of course the English Department’s chair saw my non-appearance as yet another proof of my inadequacy. As she handed me the exams from my class, I didn’t even bother to ask about next semester. The disdain in her voice was so obvious that I knew what the answer would be. Also, I was afraid of what else she might say.

Miserably, I took the exams and cleared out my desk. Before I left the college for the last time, I went into the room where I had taught and wrote in block letters on the blackboard, “I AM NOT DAUNTED!” But it was an empty and melodramatic gesture, and didn’t make me feel much better.

My results at the other college were better, but only slightly so. The best comments on my teaching evaluations were that some of the students thought I was trying hard. After a pained discussion, the dean agreed to give me another semester to improve.

Given this reprieve, I knew I had to do something drastic. If I couldn’t teach, what else would I do? Work in a book store at minimum wage? That was the fate I had gone to grad school to avoid.

The next semester, I decided, I would throw myself directly into the snake pit. I spent extra hours sitting in on other instructors’ classes, asking them questions, and started reading on the subject I was supposed to be teaching, appalled at how little I actually knew. I set long office hours, and urged students to come to talk to me as they planned their essays and afterward to discuss the results.

In the class room, I concluded that teaching was performance, and set up conditions to remind myself constantly that I was always on stage. I had students circle their desks, with me in the middle, forcing myself to keep turning as I engaged, walking constantly back and forth as I spoke and kept an eye on how each student was doing. I channeled all my desperation into the performance, leaving me drained and hungry after each class, although I always took five minutes to critique myself immediately after. For three months, I lived teaching and thought about little else, determined I was going to do it right.

Somehow, miraculously, I did. Enrollment had dropped sharply by the end of the semester, mainly because the class was full of foreign students who should have been in remedial English and needed at least a pass to stay in the country. But the students who remained gave me all but perfect scores on the evaluations.

I continued working as an instructor semester by semester, for another seven years. Sometimes I was called in the night before the first class, but I had established myself as someone who could teach composition, and engage students’ attention.

True, I never tried teaching from inside a circle very again, but I had learned very thoroughly the dangers of complacency. A year after these events, and I was teaching upper level classes at Simon Fraser University, one of the few instructors without a doctorate permitted to do so.

When I finally left teaching, it was for my own reasons, not for any problem with my teaching. But I left with my personal mythology fully evolved from its earliest origins in the story of how my namesake Robert the Bruce had persevered in his war against the English because of a spider.

Yes, I was capable of failure – deep and wrenching, wretched failure. But I was also capable of coming back from it, a fact that I have never forgotten since.

Read Full Post »

When I was a university instructor, the semester was over by Christmas Eve.When I was a consultant, I could usually contrive to take the day off. Consequently, I’ve rarely had to work on Christmas Eve. But looking back, I think that the last Christmas Eve I did work was a major reason why I made the move into freelance journalism.

At the time, I was working in Yaletown, at a small software company that had limped along for twenty years without ever finding much of a market for its product. Realizing that the company’s time was running out, its board had hired a new CEO for one last shot at profitability. The CEO was full of management theories, and was fond of saying that he wanted passionate employees. At the same time, his core approach to leadership must have been modeled on Josef Stalin’s, because he had the habit of periodic purges.

In six months, the CEO had three purges. Between the difficulties of losing key information with key employees and the waiting for the next purge, morale was deeper than the Mariana Trench, and falling.

Having just come off two successful positions in which I had been in the inner circle of decision makers, I found the CEO’s antics hard to tolerate. My frequent thought that I could do a better job was not conceit – I had done so, and little credit to me. Frankly, anyone with sense could have done a better job than the CEO, too.

Surprisingly, the CEO sprung for a Christmas party. Looking back, I wonder if he calculated that, the office being in Yaletown, an ex-warehouse district where every block had half a dozen restaurants, most people would have put in a full day before the party began. More likely, he had simply read in one of his management books that a Christmas party was a way to win over the staff.

Whatever his motivations, the party was not exactly a success. The food was better than average, but the talk was about the rumors of a new purge, which made the occasion as festive as a school tour of a slaughter-house. Spirits rose a little with the gift exchange, but it seemed a dismal occasion compared to the one in which I had participated a couple of years earlier in Indianapolis. A few games of pool and foosball later, everyone had gone except the CEO and a couple of other company officers.

Still, the party had encouraged everyone to think that the CEO might unbend enough to let people go home early on Christmas Eve. But he had said nothing on December 23, so everyone arrived the next day uncertain what was expected.

The CEO showed up early in the morning, then went out. As usually happens in an office on Christmas Eve, most people made a pretense of trying to work, and the more conscientious actually put in an hour or two . But by 11AM, people were drifting between offices, leaning in door frames and chatting. Occasionally, they shifted positions so as not to be too obvious.

By 12:30, people were concluding that the CEO wasn’t coming back. In fact, he had left without a seasonal greeting to anyone – and no mention of whether people were expected to work the entire day.

Before long, people started to sneak out. By 2PM, the last of us decided that there was no point being martyrs, and exited together. I don’t think the CEO ever did learn what had happened.

Being a contractor, I noted that I owed two hours, and made up the time in the next week. But I kept thinking of the CEO’s abandonment of his responsibilities.

Perhaps he felt that he could not officially condone people going home early, and his disappearance allowed him to offer the holiday without officially knowing what people were doing. But, considering his purges, I doubted he had such a humanitarian gestures in him. I think he left early to please himself, and never considered the employees at all – and that his behavior was only an extreme form of what I had seen elsewhere in business.

Frankly, I was fed up.

I am not one for New Years’ Resolutions, but, that year, I promised myself that I would not celebrate another Christmas at that company. By next summer, I had moved on. But the company officers at my new consulting gig proved just as unempathic, so, with Christmas approaching again, I took the jump into journalism.

I have never worked in an office since. But this year, as I’ve spent a leisurely Christmas Eve going to the bank to pay for our latest work of art, then coming home to exercise and wrap the last few presents, I feel overwhelming relieved not to be in an office at Christmas. So far as I’m concerned, people like this CEO rank next to malls crowded with shoppers – both are things I’m grateful to be able to can avoid.

Read Full Post »