OK, OK… seems like this is going to happen. We are on a roll now and I am doing my best to stay ahead. So far, all of that I have written about I read before I committed to getting started. So, really that is no feat. Next week will have some new reading involved to make the deadline (which I have already done at this point).

This week we see that Roark has some success, maybe. He designs and builds a gas station that leads another housing commission. Both of them are critically exiled. While the owner of the home approves of the design, his wife does not and refuses to live in it. Instead she moves to Florida.

Meanwhile there is a competition for a movie studio called the Cosmo-Slotnik building. Winning the commission is huge exposure. Roark refuses to enter and ultimately Keating wins but not without the help of Roark. Roark has one last sure thing that only required a few tweaks which he refuses to do and is no longer able to pay his bills.

Due to Keating’s success, he makes partner partially because the former partner Heyer dies due to Keating’s threats of blackmail and ruined reputation. To add insult to injury, the former partner leaves his estate to Keating because at some point he was a ‘nice boy’. Meanwhile, Dominique rebuffs Keating’s offer to marry. Keating makes partner on his ‘merits’ rather than nepotism but the hypocrisy is driving him crazy as well as emboldening his ego.

I was thinking about a time where I stuck my principles to my obvious disadvantage. There was one major life event where I can point to. Although, I cannot say that I handled it as well as Roark did. That was when I quit my job in 2019. I know that I have talked about this quite a bit, but I don’t really think in this context before.

Occasionally, I have the ability to see the outcome of decisions that seem obvious to me but not to others. It all goes back to 2014 when our company merged with a larger Canadian company. Soon after the event, I was offboarded off the project that I was working on due to the extreme amount of time and effort I had put in. It was supposed to be a reward but it turned out that it was worse in so many ways.

The larger company had a major global customer but they also had a huge problem. The mismanagement of project delivery and ineptitude of company leadership to properly address the problem. Since we were new blood, I was moved to this nearly incompetent project team. I was a resource on the project and the tech lead was going to guide us to the finish. It just so happens that this was an ESOP company that paid dividends on the fiscal year which was November. Most of the employees of the old company were large shareholders and would get huge payouts around that time to the tune of $100K or more.

To date, many of the key employees in the account got chewed up and spit out due to the higher level lack of accountability and ineptitude. My tech lead gave the middle finger to the company and I was left holding the bag. I was miserable with four different bosses telling me what to do and what I did wrong every day. I went to every level of the company and finally I realized that no matter what I did, nothing was going to change.

Fortunately my struggles and efforts did not go unnoticed and I was moved to role that had zero to do with Canadian group albeit the same ownership. I was given the opportunity to run the application support group. At first nobody cared what we did. But then, we started running circles around the rest of the company. We believed in listening, owning up to mistakes, working together and continuous improvements. These were all beliefs that I held and it payed huge dividends.

Within my group was named a ‘center of excellence’ and people started to care. They were going to transform my group from application support into managed services and this was going to be the company golden goose. The new president had done this before and went from zero to $100M in revenue in one year. Unfortunately, they hired a consultant to facilitate the transition and no longer was it my methodology.

The consultant was not my adversary nor was he my peer. I began to resent what made us successful they were trying to remove because it wasn’t conventional. Apologizing for errors made made them roll in there graves over liability. The company preferred stone faced and contentious relationships compared to doing the right thing. Because I am not Roark and I was immature in these situations, I started to crack. Ultimately, the only way out was to leave completely. I wasn’t going to be successful knowing that what I did worked and I could no longer operate in that way.

The truth is, I started throwing my success in their faces and I did some things I wouldn’t do again. I looked for opportunities to fight, I felt I was wronged and marginalized for years. In contrast, I offered to anyone including my adversaries to help with what worked. That was met with stone cold antipathy. Like Roark, even a better way is not going to help a non-receptive group.

I guess I should be happy that I got the ultimate revenge. When I quit, half of my group quit as well. The company simply could not sustain business with the staffing level that they had and the company was sold within a year. None of what was planned ever came to fruition because there was not the remaining employee buy in to put profit over people. They had lost the moral and morale war.

End Your Programming Routine: I am not saying that I took down the company or that I am happy it ultimately failed. I had a lot of friends in the local office, I simply saw that what I thought would work worked and the failure to adopt it played a major role in the downfall. Many would say selling is different than failing, but while I worked there, the stated goal was to be the largest integration company in its space, not selling to a competitor. It is a very difficult time for me. Some very high highs and some very low lows.