Don t tell me how to do my job
Don t tell me how to do my job
The Reason They Hate Me
The Reason They Hate Me
Don’t tell me how to do my job
You carry on like a son of a bitch
They got a name for people like you
But I didn’t take the time to write it down, though
You have a lot of fun playing grab-ass with the boys
Which one’s going to give you a ride home?
Which one’s going to walk you to the door?
Wonder which one’s going to call?
Maybe the sun waits for you to be shown what to do
And pretend, and pretend, and pretend
And pretend, and pretend, and pretend
And pretend, and pretend, and pretend
Maybe the sun waits for you to be shown what to do
Don’t tell me how to do my job
You gimme-gimme son of a bitch
They got a name for people like you
But I don’t give a good goddamn to remember what it is, now
Hoping that emotionless trip’s gonna pay-off
You’re gonna hope and wish all day
If you could slide a couple fingers under the skin
Will you find the affirmation that you need?
Maybe the sun waits for you to be shown what to do
And pretend, and pretend, and pretend
And pretend, and pretend, and pretend
And pretend, and pretend, and pretend
Maybe the sun waits for you to be shown what to do
Don’t tell me how to do my job!
Don’t tell me how to do my job!
Don’t tell me how to do my job!
Don’t tell me how to do my job!
Maybe the sun waits for you to be shown what to do
A razão pela qual eles me odeiam
Não me diga como fazer meu trabalho
Você continua como um filho da puta
Eles tem um nome para pessoas como você
Mas eu não reservei tempo para escrever,
Você se diverte jogando garra com os garotos
Qual deles vai te dar uma carona para casa?
Qual deles vai te levar até a porta?
Quer saber qual deles vai ligar?
Talvez o sol espere que você seja mostrado o que fazer
E finja, finja e finja
E finja, finja e finja
E finja, finja e finja
Talvez o sol espere que você seja mostrado o que fazer
Não me diga como fazer meu trabalho
Você me deu um filho da puta
Eles tem um nome para pessoas como você
Mas eu não dou a mínima para lembrar o que é, agora
Esperando que a viagem sem emoção vá compensar
Você vai esperar e desejar o dia todo
Se você pudesse deslizar alguns dedos sob a pele
Você encontrará a afirmação de que precisa?
Talvez o sol espere que você seja mostrado o que fazer
E finja, finja e finja
E finja, finja e finja
E finja, finja e finja
Talvez o sol espere que você seja mostrado o que fazer
Não me diga como fazer o meu trabalho!
Não me diga como fazer o meu trabalho!
Não me diga como fazer o meu trabalho!
Não me diga como fazer o meu trabalho!
Talvez o sol espere que você seja mostrado o que fazer
Don’t Tell Me How To Do My Job
One of my very first managers had a little catchphrase she liked to use whenever she assigned out a new tasks. Without fail, she would tell us, “I won’t ask you to do anything I wouldn’t be willing to do myself.”
It was a nice sentiment, but the truth of it was, sometimes she delegated tasks for which she was not qualified. Usually, these had to do with specific machines or computer tasks, but more than a little bit of the time, she was asserting she had the will, when my coworkers and I knew she didn’t have the way–outside of asking one of us. At the time, it didn’t rankle us, but I’ve had more than my share of experiences since then where this issue got blown way, way up. In every industry, in every organization, and among every department, I’ve witness this same conflict:
People get really uptight about being told what to do by someone in management who doesn’t share their responsibilities.
Prescribing Leadership
Try as we might to present leadership as an integral part of any operation, too often there is a disconnect between managers and the managed. Broadly, this can be referred to as Production and Management.
Probably no one has captured this tension better than the old medical sitcom, Scrubs. If you have ever watched Scrubs, you ought to be familiar with the ongoing conflict between two of its most memorable characters, Dr. Cox and Dr. Kelso, who loosely represent clinical medicine and administration, respectively. Their conflict goes through everything from lightsaber duels to fistfights, and near-constant verbal sparring. It also perfectly captures the tension between two halves of a whole. They need each other–their work requires them both–yet find themselves constantly at odds as to how to balance their roles and their contributions.
Besides reaffirming the relevance and comic genius of Scrubs, I like to use this example because healthcare is particularly guilty of this disconnect. Doctors are constantly complaining that administration is micromanaging how they do their jobs–practicing medicine–without any appreciation for how difficult it is to be a doctor in the first place.
Administrators, under a combination of federal and financial pressure, are constantly struggling to get doctors and other caregiving staff in line with new initiatives, practices, and operational considerations.
Ironically, despite this hostility we are constantly losing doctors to the administrative world. The promise of better pay, more stable schedules, and relief from the many burdens of clinical medicine is drawing doctors into the administrative sector–though not in sufficient numbers that hospitals and medical systems have been able to limit recruitment to experienced physicians. This leads us to the first challenge of bridging the divide between Production and Management: training.
Training for Silos
The demand in government and in the private sector for more business sense in healthcare is driving the trend of bringing on admins with applied business experience, but not necessarily any clinical background. The pay is lucrative, the demand only growing, and opportunities opening up everywhere. Business schools are hopping on board with specialized MBA programs for Healthcare Administration–again, clinical experience is beneficial but seldom required for admission.
The same trends that make specialized MBA programs popular is also at the heart of complaints about the growing administrative class: these are business leaders, not caregivers. How can they manage a workforce they don’t understand? How can they respect an individual’s operational perspective, when they are preoccupied with the organizational, top-level perspective?
All of these challenging questions will often get condensed into one dismissive slogan:
Don’t tell me how to do my job.
Any good onboarding system–whether for C-Suite leadership or entry-level roles–should incorporate cross-training on the different departments and functions of an organization. More than that, though, there should be pathways for communication at all times. Angry slogans and and dismissive attitudes last longer when they go unchallenged; getting these people to talk through their grievances and understand the different perspectives the led to the division can force both to reconsider animosity and adopt more solutions-focused attitudes going forward.
Through better communication, you can turn “Don’t tell me how to do my job!” into “How can we help make each other’s jobs easier?”
Doctor’s Orders
Divisive mindsets are as much a chronic risk as they are an acute problem during onboarding.
Does “climbing the rungs” of the administrative ladder necessarily mean less engagement, more Us and Them conflict? No–quite the opposite, in fact. Employee engagement has been shown to increase along with career advancement. However, level of engagement and focus of attention are not the same thing, and moving into a new role very often carries some need to shift gears and change priorities. This, unfortunately, is where some of the tension arises.
Developing leadership, curating management, and empowering administration can all happen in a vacuum entirely isolated from the production side. After all, as we see in so transparently in healthcare, the sorts of skills required for admins are different from those that make for effective client-facing performers. The interests, risks, and considerations can be profoundly distinct, and lead to disconnect higher up the food chain without constant assessment and discussion.
The more an organization allows–or even encourages–different groups to retreat into narrow definitions of their roles, the more they support silo-formation around each function, each task, as well as each department. It might happen between sales and marketing; it might happen between the C-Suite and the entry-level. Wherever it occurs, it spreads like a virus and undermines everything.
Deconditioning this habit of mind and behavior has to remain a priority. Again, communication is the best antidote to disconnection and resentment, and it is best applied as a preventative, rather than as a reaction to interdepartmental strife. Whether leadership and other new roles are filled through advancement, or targeted recruitment, getting teams to work together requires them to communicate, empathize, and understand one another’s roles, challenges, and contributions.
Every member of the team has an important role to play. They may not be capable of doing each other’s jobs, but they can certainly help make each other’s lives easier.
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«Don’t tell me how to do my job»
Just a public service announcement for the tanks out there.
Yes, your job is important, it’s difficult and often stressful. It doesn’t make you «better» than the other members of your party however, you are one cog in the machine. Bare in mind that those «filthy DPS» you talk down to, very likely play other classes, possibly even tanks; and may have more experience than you. (Believe it or not, playing a DPS class to it’s fullest potential is actually just as difficult as tanking or healing!)
After wiping twice on the final stalker section of Wanderer’s palace because you tried tank the mobs halfway down the hall where the stalker’s going to shank you, it’s maybe time you start listening to your «stupid DPS». Deliberately letting people die because a «filthy dragoon» dared tell you your business is just plain immature.
— Signed: A tired-of-this-bullshit Dragoon (also scholar and warrior)
Signing the sentiment to this, and I say that as a paladin through and through.
Leveling white mage now (at 46 and looooooooving Holy at almost inappropriate levels) and I finally came across my first ragequit tank in Stone Vigil. The guy was a warrior and completely inept at holding aggro on anything, or even establishing it. For instance— 3 mobs ahead, he runs in, pulls on the first one, whacks away at it, I think I sort of see a flash used, I wait a good 10 seconds just to be sure he has SOME kind of hate on everything, and I finally toss a cure on him. Not a cure II, just cure. Boom, 2 of the three mobs come right at me. Happens on every damn pull. On top of the ineptitude, the warrior thought he was hot stuff and was mouthing off to the rest of us about not knowing how to play our roles and not knowing when to hold back so we didn’t pull aggro off of him.
Lawl. Turns out the other three of us were all tanks and in there leveling our alts. So, we were all like, «um. um. no».
After the second boss, we finally had to be like, okay, we get you think we’re the ones doing something here, but we’re all tanks and we’re noticing that you aren’t doing combo rotations, you aren’t using aoe hate builders like flash, etc, and we need you to focus more on rotation and hate from all mobs, not just the first one you pull.»
His response? «Okay then, take care.» And immediately left.
The point of the story is, if a white mage or a dragoon or a summoner or whatever is pointing something out to you, dismissing it on account of the job you’re only seeing them in at that moment is utter foolishness. Common sense is not class-specific, and there’s every chance that white mage or dragoon or summoner has already mastered the very job you’re getting so e-peened over.
Oh, I almost forgot the best part of my example story. (That’s a lie, I would never forget it, I just wanted to draw more attention to it.) Just to spite that ragequitting warrior, the two dps and I went on to reach the final boss in Stone Vigil and one-shotted him while a tank that joined the party mid-way through the fight was forced to watch us do it from outside the final area. 
Don t tell me how to do my job
Could be warranted if you’re hiring somebody because they’re the expert and you’re not.
Might not be warranted if you are the expert and you’re hiring somebody because you don’t have enough time or enough hands.
It’s mostly true. You wouldn’t know how many people that know nothing at all about a profession will try to heckle someone who knows what they’re doing.
And just bugging someone in general while they’re doing the job is going to slow the whole process down.
I can’t actually say that when someone thinks they know better than I do (spoiler alert, they never actually do), so I just ignore such comments instead.
I like to think it annoys the people.
I myself don’t try to tell anyone how to do their job.
It’s pretty childish tbh.
Why wouldn’t you do what the guy with the money says? If the guy with the money is wrong, it’s as simple as «Sure, we can try that. Here’s why I did it this way. But if you want to try your way, we can.»
If it’s your boss, and he’s an ass, that’s when you comply but start looking for a new job. If it’s a customer, and he’s an ass, that’s when you hand him off to your boss. If your boss won’t take him, that makes your boss an ass, so see above.
If the guy doesn’t have money, just stop talking to him, lol.
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im a tank and i disagree, all roles are just as important. The tank´s role is simply more obvious when done wrong.
Generally speaking, the people who read these threads tend to know what to do and are often the ones that try to make runs a walk in the park.
Sorry to say but your preaching to the choir.
«Please use Circle of Scorn twice at the start to stack damage.»
But I do agree especially when playing my SCH I take every bit of advice I can get from people who know what they are talking about.
ironically enough when things go to shit nine times outta ten people like to blame some one and not hold their selves accountable.
I find this so awkward to do. As a healer main with a tank secondary, and a level 50 friend who also is a tank, I know a little bit about it and if I see someone struggling I want to help them. But if you try to give advice, you sort of sound like a dink telling them how to play their class.
Although in WP I had one tank, I just yelled out in party to pop cooldowns cause we were at like 6 stacks, and I’m so used to playing with people who are new to this dungeon, he flipped out on me telling me he knows how to play his effin class and I better stop trying to tell him how to do it =\ Awh well, some people are jerks I guess.
His response? «Okay then, take care.» And immediately left.
The point of the story is, if a white mage or a dragoon or a summoner or whatever is pointing something out to you, dismissing it on account of the job you’re only seeing them in at that moment is utter foolishness. Common sense is not class-specific, and there’s every chance that white mage or dragoon or summoner has already mastered the very job you’re getting so e-peened over.
Oh, I almost forgot the best part of my example story. (That’s a lie, I would never forget it, I just wanted to draw more attention to it.) Just to spite that ragequitting warrior, the two dps and I went on to reach the final boss in Stone Vigil and one-shotted him while a tank that joined the party mid-way through the fight was forced to watch us do it from outside the final area. 
This is so good i cried tears of kittens