Sunday, June 6, 2010
The Frame Fucktory - Closing Remarks
As I think back, to the telephone hearing that took place at the end of July of 2009 that was a moment of closure on a period of my life that needed to be let go (and believe me, I did that on so many levels it's actually funny now). I made a consorted effort to bring to light the truth about what had occurred in the months leading up to January 20th, 2009 (the day I was liberated from a man who talked mighty and acted minor). Even on the day of the hearing, he told of an instance to try and demonstrate that i was, in fact (in his view) a horrible, ruthless person. As I listened to his testimony to the judge, I remember thinking... 'I wonder if he'll tell the whole story of those events that transpired with the situation he was telling???' BUZZ!(wrong answer). Once, and finally, again, he failed to tell the whole story. He only spoke of the elements that demonstrated his point and not the truth that would have clearly shown his poor management and communication skills. The case was decided on a simple thing (pathetic as it was). I had not answered Greg when he asked me, 'What's the matter?' on that day. The rest of the testimony was moot from that point forward. Yes, he failed because he could face up to the reality (much less explain it to anyone) about his own inability to give complete disclosure about the situations (perhaps, as we all knew, was because it would have made him out to be exactly what everyone who worked with him to be... a coward. I have posted after almost a year the two letters I composed and submitted to Workforce Development Judge to share with all of you where I was back then with all of this unnecessary crap. In terms of Greg Dale and the Frame Factory, he failed on all levels with me and, in return, he received all that he deserved since then. I gave an Oscar award winning performance on the phone that day. Ultimately, I got exactly what I wanted and he helped me attain that goal: Freedom. Peace.
The Frame Fucktory - Outstanding Contributions
While employed by the Frame Factory, I frequently worked above and beyond the owner’s expectations. When the workload was especially demanding or I felt that good progress had not been made during the course of a given day of work I would voluntarily put in unpaid overtime. Annual bonuses were given to me based upon the Frame Factory's annual sales and respective net worth profit. I developed and implemented an accelerated framing program to address customer needs when orders were time sensitive. I designed and created custom framed pieces for myself which I loaned to the Frame Factory to market the available talent and creative skills available. I promoted the Frame Factory specifically in two articles for which I had been interviewed by the South Bend Tribune .
When interviewed for the position of assistant manager, in November of 1999, I was asked, “What skills and talents would you bring to the business?” My response, “I bring a creative, conscious and meticulous mindset. I'm very detail-oriented and work well with people. If I'm given the right tools to do the job, I'll do great work.” In hindsight, I was speaking to the ideal and need for the proper physical tools. As time passed, I came to realize that this statement also meant that I would need clear and open communication, something that I felt was deteriorating in the last three to four years. Even in that period of time, I was trying to cultivate good communication within the business, in an attempt to avoid the shortfalls that so many workplace environments suffer. Unfortunately, my attempts to create that open dialogue were met with heightened levels of resistance from Mr. Dale specifically in the planning period leading up to and during the temporary re-location of the Frame Factory in January 2009.
My daily routine included assessing the work to be completed and to create more efficiency in the process. However in my view, Mr. Dale's management style stemmed from a desire for him to have a extreme level of authority over how the business would operate on a day-to-day basis. The less the employees were in the know of things, the more that his authority enabled him to keep us working less than efficiently. This does create challenging employer/employee relations and customer/employee relations in such an environment. From my personal perspective, it not only places a level of responsibility upon each and every member of the staff to be in a defensive position within the business and also creates a mindset that makes working with customers more challenging and also less professional than would be ideal. Without exception, every member of the staff has contributed to a potential loss of existing and future business at various times.
A workplace environment should cultivate an open forum that provides a reasonable sense of purpose and allows in new ideas with a reasonable level of confidence that not only would those ideas and proposals be heard but seriously considered and acted upon. This is an ongoing process. As time passed this was becoming less frequent at the Frame Factory. In fact, some of the most progressive and creative ideas were being marginalized because they went above and beyond the expectations of Mr. Dale's vision for the business despite his encouragement to offer and propose possible changes to improve the work process. Such proposals were designed and supported by numerous employees throughout my employment. When presented to Mr. Dale, proposals were challenged to the point that the incentive to offer such contributions to the business in the future were considered a pointless endeavor. I greatly reduced the number of proposals that I developed and presented in light of this realization.
On the other hand, if Mr. Dale developed an idea or proposal, it could be questioned and challenged and yet, if he decided that it would happen according to his preference, then it would happen in that way regardless of any valid counter proposal or idea presented to him.
This type of workplace environment is not conducive to creative and innovative ideas, much less successful implementation. Such a workplace environment cultivates an unnecessary tension level for all who worked there. The Frame Factory work environment, I feel, was advancing to this level despite numerous attempts to offer ideas and proposals that had the potential to benefit the business. I feel that those tensions created specifically under Mr. Dale's authority ultimately contributed to my termination. Thank you for time.
When interviewed for the position of assistant manager, in November of 1999, I was asked, “What skills and talents would you bring to the business?” My response, “I bring a creative, conscious and meticulous mindset. I'm very detail-oriented and work well with people. If I'm given the right tools to do the job, I'll do great work.” In hindsight, I was speaking to the ideal and need for the proper physical tools. As time passed, I came to realize that this statement also meant that I would need clear and open communication, something that I felt was deteriorating in the last three to four years. Even in that period of time, I was trying to cultivate good communication within the business, in an attempt to avoid the shortfalls that so many workplace environments suffer. Unfortunately, my attempts to create that open dialogue were met with heightened levels of resistance from Mr. Dale specifically in the planning period leading up to and during the temporary re-location of the Frame Factory in January 2009.
My daily routine included assessing the work to be completed and to create more efficiency in the process. However in my view, Mr. Dale's management style stemmed from a desire for him to have a extreme level of authority over how the business would operate on a day-to-day basis. The less the employees were in the know of things, the more that his authority enabled him to keep us working less than efficiently. This does create challenging employer/employee relations and customer/employee relations in such an environment. From my personal perspective, it not only places a level of responsibility upon each and every member of the staff to be in a defensive position within the business and also creates a mindset that makes working with customers more challenging and also less professional than would be ideal. Without exception, every member of the staff has contributed to a potential loss of existing and future business at various times.
A workplace environment should cultivate an open forum that provides a reasonable sense of purpose and allows in new ideas with a reasonable level of confidence that not only would those ideas and proposals be heard but seriously considered and acted upon. This is an ongoing process. As time passed this was becoming less frequent at the Frame Factory. In fact, some of the most progressive and creative ideas were being marginalized because they went above and beyond the expectations of Mr. Dale's vision for the business despite his encouragement to offer and propose possible changes to improve the work process. Such proposals were designed and supported by numerous employees throughout my employment. When presented to Mr. Dale, proposals were challenged to the point that the incentive to offer such contributions to the business in the future were considered a pointless endeavor. I greatly reduced the number of proposals that I developed and presented in light of this realization.
On the other hand, if Mr. Dale developed an idea or proposal, it could be questioned and challenged and yet, if he decided that it would happen according to his preference, then it would happen in that way regardless of any valid counter proposal or idea presented to him.
This type of workplace environment is not conducive to creative and innovative ideas, much less successful implementation. Such a workplace environment cultivates an unnecessary tension level for all who worked there. The Frame Factory work environment, I feel, was advancing to this level despite numerous attempts to offer ideas and proposals that had the potential to benefit the business. I feel that those tensions created specifically under Mr. Dale's authority ultimately contributed to my termination. Thank you for time.
January 20th, 2009 - 'the Frame Fucktory'
This letter will focus on the sequence of events that occurred on January 20th and 21st of 2009. I have recalled them accurately and truly to the best of my ability.
The tone of the day was set by the prior day's sporadic level of efficiency. We were in the process of moving the inventory and equipment from the original store front to a temporary location about forty feet down the shopping center strip at the Martin's North Ironwood Plaza. January 20th was a day to regroup and complete the move into the temporary space.
January 20th
9:30 a.m. I arrive at the Frame Factory
9:35 a.m. Mr. Dale is placing matting material into the racking system. Mr.
Dale, my co-worker Adham Halsaver and I were assessing the tasks
for the day and doing some general housekeeping and organizing.
Mr. Dale leaves shortly thereafter to run some errands. He is gone
approximately an hour and forty-five minutes.
9:45 a.m. I am working in the back room cleaning up and organizing the
various materials that are randomly laid about the space. At some
point while doing this, I twist my right ankle and find myself limping
mildly around the back room, but continuing to work. During this
period, Adham and I have been discussing the various challenges and
situations that are arising from the move. This conversation is a
critical assessment of the sporadic level of organization leading up to
and during the moving process and also a realization that the plan and
process are creating an inefficient functional working environment.
Based upon our conversation, the frustration of the previous days
begins to resurface as we continue to discuss these issues. We
discovered the day prior that the new concrete floor has suffered
almost immediate damage, specifically a quarter-inch crack spanning
across the width of the space in the temporary location. We realize
that the work being done by the contractors is faulty. This frustrates
us even more. We are in complete agreement as to the situation that
we are faced with and that Mr. Dale, at this point, appears to be
disinterested in the seriousness of the general situation.
11:20 a.m. Mr. Dale returns. He enters the room where I am working. He stands
for a moment watching me work and begins by asking, “What's happening?” I reply, “Not much, just trying to get things organized.”
He inquires about my limping. I respond shortly, 'It's fine... I'll be
fine.” He becomes more assertive in his tone of questioning. I
attempt to defuse the inquiry because I feel that an argument may
result. I am holding a handful of sticks for framing as he approaches
me and stands directly in front of me when I attempt to cross the
room. In a stern voice, I say to him, “Get out of my way.” He takes
a half step to the side and I half step around him. I cross around Mr.
Dale and over to the other side of the room and put the sticks down
with an slamming motion. A couple of the sticks begin to slide and I
quickly grab them and straighten them upright. Mr. Dale continues
asking me what's wrong. I continue to try and defuse the
conversation until my mood is calmer. Finally, after Mr. Dale's
continued attempts I look at my cell phone clock and say, “You know
what, I'm not going to have this conversation with you right now, I'm
going to go have some lunch and if you're lucky, I'll come back.”
I leave the Frame Factory at approximately 11:30 a.m.
12:00 p.m. I return from lunch and Adham is not to be found. As I walk
in, Mr. Dale enters from the doorway that leads from the next room
back and I cross past him and return to the work I had been doing prior to lunch. I pick up a magazine rack in the back room that I
understood should be in the front room and I pass by Mr. Dale as he
begins to follow behind me about five walking strides and then stops
in the doorway. He resumes asking me what's the matter. Once
again, I am resistant to answer the questions as I begin feeling
frustrated. I am focusing on the task I am doing and not looking at
Mr. Dale. He then states, “I'm talking to you!” My response, “I know, I'm listening and working.” At that moment, he raises his voice
and he states to me as he approaches me, “That's it, I've had it with
the both of you! (i.e. myself and Adham). Give me your key, I'll mail
you your check.” At that point, I look at Mr. Dale, as I hand him my
store key I ask, “Do you have any idea what you're doing?” Based
upon his aggressive tone and movement towards me, I turn and
walk behind the counter at which we are both standing. He remains
on the opposite side of the counter from me. I cross about six feet
away from him as we engage in the heated argument about how, in
his opinion, I'm somehow being 'manipulated' by Adham. I deny the
accusation. I bang my fists on the counter once and say, “No, If
anyone is trying to manipulate me in here, you are!” Mr. Dale
responds, “I don't accept that, I don't see that... no.” I reply, “I'm not
asking you, I'm telling you that is how I and, everyone else in here,
see it.” The argument comes to an end and Mr. Dale walks away, I
cross back towards the end of the counter closest to the door and
stand there for about two minutes stunned as to what has just
transpired. Nothing else is spoken between Mr. Dale and myself
after he walks away even though he does make two entrances and
exits from the store as I stand at the end of the counter. I grab my
belongings and leave the premises. The time is about 12:15 p.m.
January 21st Shortly after leaving the store on the 20th, I realize that I still have a
key to the company work van so I proceed to return it to Mr. Dale
at the Frame Factory the next day.
11:30 a.m. I approach the Frame Factory with the work van key in my hand.
I notice that Mr. Dale is next door talking with another tenant of the
shopping center, Mr. Barany (i.e. Barany's Window World). I open
the door and enter with the key in my right hand extended towards
Mr. Dale. I say, “Here is your van key.” He replies, “Thank you.” I
begin to turn away from him and walk away. He says, “Do you want
to talk about this?” I reply to Mr. Dale as I turn back to him, “Talk
about what?” I then turn and exit the store.
When I filed for my unemployment benefits on January 21st, 2009, via the Department of Workforce Development website, I was asked the reason for my termination. Based upon the options made available from the drop box, I selected 'insubordination' and yet, could not rationalize as it as being appropriate for this particular situation. In my opinion, all of the choices were inappropriate. In order to complete the online form, I had to make a selection. My choice would have been unprofessional management skills and implementation by Mr. Dale.
During my employment of just over nine years with the Frame Factory, Mr. Dale and I had disagreements and discussions. However, he never felt that he needed to have any sort of formal, documented disciplinary action in regard to my performance, behavior or customer service skills. In very rare instances would I exhibit a less than professional demeanor. My sense of humor would often times fuel such behavior. He maintained that my commitment to the business was very high, overall. In fact, Mr. Dale had expressed his appreciation to me on Saturday, January 17th, 2009, with regard to my efforts in helping with the moving and packing of the Frame Factory's equipment and inventory. The only informal review of my performance during my employment took place in February of 2000, three months after I was hired as the assistant manager by Mr. Dale. Mr. Dale will recall that after his review of me, I reviewed him as well. My review was very informal and was introduced in a humorous tone and yet, I did have serious observations and concerns about Mr. Dale's performance. Our reviews of one another were upbeat with the opportunity to make improvements.
It is my opinion that my termination on January 20th, 2009 had less to do with a clear and articulate thought process. In fact, I felt that it was a decision made in a moment of impulsive thought and haste. When we were sensible and rational we could and did discuss specific issues at the Frame Factory and would come to resolutions about how to address them in the future. Adham offered a different perspective that was in line with mine in many ways. However, I felt that the quality and quantity of Mr. Dale's ideas and proposals were declining. Also, on several occasions other employees including myself, would offer a suggestion and Mr. Dale's subtle sarcastic reply was, “Your opinion doesn't really matter.” These statements were disempowering and stifled my ideas and proposals as they were increasingly challenged and marginalized by Mr. Dale. Unfortunately, the communication shortfalls were growing in quantity, resulting in a deteriorating level of mutual respect for one another.
For a time, I was truly in my creative element and felt empowered and passionate about the work I contributed to the Frame Factory. I felt that empowerment was instilled upon me in the early period of my employment at the Frame Factory and in the remaining three to four years was gradually withdrawn as my knowledge and skills continued to develop.
Thank you for your time in this matter.
Respectfully,
Jody O. Thorla
The tone of the day was set by the prior day's sporadic level of efficiency. We were in the process of moving the inventory and equipment from the original store front to a temporary location about forty feet down the shopping center strip at the Martin's North Ironwood Plaza. January 20th was a day to regroup and complete the move into the temporary space.
January 20th
9:30 a.m. I arrive at the Frame Factory
9:35 a.m. Mr. Dale is placing matting material into the racking system. Mr.
Dale, my co-worker Adham Halsaver and I were assessing the tasks
for the day and doing some general housekeeping and organizing.
Mr. Dale leaves shortly thereafter to run some errands. He is gone
approximately an hour and forty-five minutes.
9:45 a.m. I am working in the back room cleaning up and organizing the
various materials that are randomly laid about the space. At some
point while doing this, I twist my right ankle and find myself limping
mildly around the back room, but continuing to work. During this
period, Adham and I have been discussing the various challenges and
situations that are arising from the move. This conversation is a
critical assessment of the sporadic level of organization leading up to
and during the moving process and also a realization that the plan and
process are creating an inefficient functional working environment.
Based upon our conversation, the frustration of the previous days
begins to resurface as we continue to discuss these issues. We
discovered the day prior that the new concrete floor has suffered
almost immediate damage, specifically a quarter-inch crack spanning
across the width of the space in the temporary location. We realize
that the work being done by the contractors is faulty. This frustrates
us even more. We are in complete agreement as to the situation that
we are faced with and that Mr. Dale, at this point, appears to be
disinterested in the seriousness of the general situation.
11:20 a.m. Mr. Dale returns. He enters the room where I am working. He stands
for a moment watching me work and begins by asking, “What's happening?” I reply, “Not much, just trying to get things organized.”
He inquires about my limping. I respond shortly, 'It's fine... I'll be
fine.” He becomes more assertive in his tone of questioning. I
attempt to defuse the inquiry because I feel that an argument may
result. I am holding a handful of sticks for framing as he approaches
me and stands directly in front of me when I attempt to cross the
room. In a stern voice, I say to him, “Get out of my way.” He takes
a half step to the side and I half step around him. I cross around Mr.
Dale and over to the other side of the room and put the sticks down
with an slamming motion. A couple of the sticks begin to slide and I
quickly grab them and straighten them upright. Mr. Dale continues
asking me what's wrong. I continue to try and defuse the
conversation until my mood is calmer. Finally, after Mr. Dale's
continued attempts I look at my cell phone clock and say, “You know
what, I'm not going to have this conversation with you right now, I'm
going to go have some lunch and if you're lucky, I'll come back.”
I leave the Frame Factory at approximately 11:30 a.m.
12:00 p.m. I return from lunch and Adham is not to be found. As I walk
in, Mr. Dale enters from the doorway that leads from the next room
back and I cross past him and return to the work I had been doing prior to lunch. I pick up a magazine rack in the back room that I
understood should be in the front room and I pass by Mr. Dale as he
begins to follow behind me about five walking strides and then stops
in the doorway. He resumes asking me what's the matter. Once
again, I am resistant to answer the questions as I begin feeling
frustrated. I am focusing on the task I am doing and not looking at
Mr. Dale. He then states, “I'm talking to you!” My response, “I know, I'm listening and working.” At that moment, he raises his voice
and he states to me as he approaches me, “That's it, I've had it with
the both of you! (i.e. myself and Adham). Give me your key, I'll mail
you your check.” At that point, I look at Mr. Dale, as I hand him my
store key I ask, “Do you have any idea what you're doing?” Based
upon his aggressive tone and movement towards me, I turn and
walk behind the counter at which we are both standing. He remains
on the opposite side of the counter from me. I cross about six feet
away from him as we engage in the heated argument about how, in
his opinion, I'm somehow being 'manipulated' by Adham. I deny the
accusation. I bang my fists on the counter once and say, “No, If
anyone is trying to manipulate me in here, you are!” Mr. Dale
responds, “I don't accept that, I don't see that... no.” I reply, “I'm not
asking you, I'm telling you that is how I and, everyone else in here,
see it.” The argument comes to an end and Mr. Dale walks away, I
cross back towards the end of the counter closest to the door and
stand there for about two minutes stunned as to what has just
transpired. Nothing else is spoken between Mr. Dale and myself
after he walks away even though he does make two entrances and
exits from the store as I stand at the end of the counter. I grab my
belongings and leave the premises. The time is about 12:15 p.m.
January 21st Shortly after leaving the store on the 20th, I realize that I still have a
key to the company work van so I proceed to return it to Mr. Dale
at the Frame Factory the next day.
11:30 a.m. I approach the Frame Factory with the work van key in my hand.
I notice that Mr. Dale is next door talking with another tenant of the
shopping center, Mr. Barany (i.e. Barany's Window World). I open
the door and enter with the key in my right hand extended towards
Mr. Dale. I say, “Here is your van key.” He replies, “Thank you.” I
begin to turn away from him and walk away. He says, “Do you want
to talk about this?” I reply to Mr. Dale as I turn back to him, “Talk
about what?” I then turn and exit the store.
When I filed for my unemployment benefits on January 21st, 2009, via the Department of Workforce Development website, I was asked the reason for my termination. Based upon the options made available from the drop box, I selected 'insubordination' and yet, could not rationalize as it as being appropriate for this particular situation. In my opinion, all of the choices were inappropriate. In order to complete the online form, I had to make a selection. My choice would have been unprofessional management skills and implementation by Mr. Dale.
During my employment of just over nine years with the Frame Factory, Mr. Dale and I had disagreements and discussions. However, he never felt that he needed to have any sort of formal, documented disciplinary action in regard to my performance, behavior or customer service skills. In very rare instances would I exhibit a less than professional demeanor. My sense of humor would often times fuel such behavior. He maintained that my commitment to the business was very high, overall. In fact, Mr. Dale had expressed his appreciation to me on Saturday, January 17th, 2009, with regard to my efforts in helping with the moving and packing of the Frame Factory's equipment and inventory. The only informal review of my performance during my employment took place in February of 2000, three months after I was hired as the assistant manager by Mr. Dale. Mr. Dale will recall that after his review of me, I reviewed him as well. My review was very informal and was introduced in a humorous tone and yet, I did have serious observations and concerns about Mr. Dale's performance. Our reviews of one another were upbeat with the opportunity to make improvements.
It is my opinion that my termination on January 20th, 2009 had less to do with a clear and articulate thought process. In fact, I felt that it was a decision made in a moment of impulsive thought and haste. When we were sensible and rational we could and did discuss specific issues at the Frame Factory and would come to resolutions about how to address them in the future. Adham offered a different perspective that was in line with mine in many ways. However, I felt that the quality and quantity of Mr. Dale's ideas and proposals were declining. Also, on several occasions other employees including myself, would offer a suggestion and Mr. Dale's subtle sarcastic reply was, “Your opinion doesn't really matter.” These statements were disempowering and stifled my ideas and proposals as they were increasingly challenged and marginalized by Mr. Dale. Unfortunately, the communication shortfalls were growing in quantity, resulting in a deteriorating level of mutual respect for one another.
For a time, I was truly in my creative element and felt empowered and passionate about the work I contributed to the Frame Factory. I felt that empowerment was instilled upon me in the early period of my employment at the Frame Factory and in the remaining three to four years was gradually withdrawn as my knowledge and skills continued to develop.
Thank you for your time in this matter.
Respectfully,
Jody O. Thorla
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