Read Online Smoking Gun (Adam Cartwright Trilogy Book 1) by Dennis Debney - Free Book Online Page A
Authors: Dennis Debney
Ads: Link
his voice implied that he was presenting someone else’s argument. Possibly a point of view that he did not personally subscribe to. I did not know who the person was that he had glanced at but I guessed that he was somehow involved in the flawed construction plan. Perhaps I might ruffle a few feathers but the implied question deserved an honest response so I shrugged and said, “Not necessarily. If the number of mine development contractors on site can be reduced for a couple of months I reckon that we could all squeeze in. Or we could fly in fly out the additional workers from Cairns or Mareeba and house them in tents during the week if we absolutely have to.” I paused and when no one spoke I added. “In any case why would you cling to a plan that is doomed to fail?”
There was silence around the table before the fair haired man asked, “How would you describe your management style?”
I paused for a moment before grinning and replying. “Effective.” My confident response bordering on arrogance had the desired effect. They all sat up and stared attentively at me, challenging me to back up my claim. Looking as earnest as I could I added. “Effective, because I follow the basic management tenets. First an objective needs to be defined. Then responsibility for achieving the objective needs to be allocated to a person. Next, that person needs to be given a target date for achievement of the objective. Then the person needs to be provided with the resources to do whatever is required to achieve the objective. Finally, progress towards achievement of the objective needs to be monitored.”
Another silence descended. A silence that grew more awkward as the committee members glanced at each other before looking back at me. It seemed like it was up to me to continue so I said, “That is how I give instructions. I specify what has to be achieved and ensure that the required resources are provided. I give detailed instructions regarding how something is to be achieved only when they are needed or asked for. I will monitor progress and interact frequently with those involved.” I paused and added. “If I was appointed Construction Manager then I would require the resources necessary to achieve objectives that you set. But I must also be given the freedom to act as I see fit so that I can achieve those objectives.”
“So, you want a free hand to do things your way?” The CEO sounded more curious than antagonistic.
I answered. “Yes and no. I would need a free hand to act but I would still be subject to monitoring and responsible to keep you fully informed. I would expect to be monitored and judged on my performance. You need to have confidence that things are on track. I would report progress regularly and provide explanations whenever requested.”
Another of the committee members had a question. “What construction site personnel would you require?”
I had previously thought through that very point earlier and was able to rattle off a list. When I was finished, one of the others had a question. The question that every job applicant can expect to get asked, “Why do you think that you are the right person for the job?”
Even though I had expected the question I hadn’t actually prepared an answer and ad-libbed, “The best definition of an engineer that I know is; someone that can build something for $1 that any fool can build for $2. I believe an engineer should be judged not just on the quality of his work but also the cost. As construction manager I would aim to complete the Red Rock Project on time and most importantly, for as low a cost as possible.”
The CEO looked around at the others before turning back to face me and asked, “Would you describe yourself as a team player?”
When I heard the term ‘team player’ I almost rolled my eyes. I was tempted to withdraw my application at that moment, but thought that an honest response might save me from having to make that decision. “No. I’m not
There was silence around the table before the fair haired man asked, “How would you describe your management style?”
I paused for a moment before grinning and replying. “Effective.” My confident response bordering on arrogance had the desired effect. They all sat up and stared attentively at me, challenging me to back up my claim. Looking as earnest as I could I added. “Effective, because I follow the basic management tenets. First an objective needs to be defined. Then responsibility for achieving the objective needs to be allocated to a person. Next, that person needs to be given a target date for achievement of the objective. Then the person needs to be provided with the resources to do whatever is required to achieve the objective. Finally, progress towards achievement of the objective needs to be monitored.”
Another silence descended. A silence that grew more awkward as the committee members glanced at each other before looking back at me. It seemed like it was up to me to continue so I said, “That is how I give instructions. I specify what has to be achieved and ensure that the required resources are provided. I give detailed instructions regarding how something is to be achieved only when they are needed or asked for. I will monitor progress and interact frequently with those involved.” I paused and added. “If I was appointed Construction Manager then I would require the resources necessary to achieve objectives that you set. But I must also be given the freedom to act as I see fit so that I can achieve those objectives.”
“So, you want a free hand to do things your way?” The CEO sounded more curious than antagonistic.
I answered. “Yes and no. I would need a free hand to act but I would still be subject to monitoring and responsible to keep you fully informed. I would expect to be monitored and judged on my performance. You need to have confidence that things are on track. I would report progress regularly and provide explanations whenever requested.”
Another of the committee members had a question. “What construction site personnel would you require?”
I had previously thought through that very point earlier and was able to rattle off a list. When I was finished, one of the others had a question. The question that every job applicant can expect to get asked, “Why do you think that you are the right person for the job?”
Even though I had expected the question I hadn’t actually prepared an answer and ad-libbed, “The best definition of an engineer that I know is; someone that can build something for $1 that any fool can build for $2. I believe an engineer should be judged not just on the quality of his work but also the cost. As construction manager I would aim to complete the Red Rock Project on time and most importantly, for as low a cost as possible.”
The CEO looked around at the others before turning back to face me and asked, “Would you describe yourself as a team player?”
When I heard the term ‘team player’ I almost rolled my eyes. I was tempted to withdraw my application at that moment, but thought that an honest response might save me from having to make that decision. “No. I’m not
Similar Books
