Numbers 3

Numbers 2

I always discussed with the guy I was mentoring what he did good and what he could improve on.  I also let him listen in to my calls, and made sure I got feedback from him.  One of the regular coaches and I even gave him a pep talk, of which he responded to very enthusiastically.  That was all I wanted, that he be willing to learn, both in the technical and the communication aspects.

His enthusiasm was infectious. I found another purpose in my work. I swore I'd never give up on the guy I was mentoring.

Sad to say, it was the system that gave up on him.

A few hours after the coach and I gave the pep talk to the guy, rumors suddenly swirled around the floor that people were being let go.  I could see that one by one, Big Boss was approaching the non-performers and leading them to the aisle where his station was.  When he came to my station to ask me if I could talk to the one I was mentoring, no amount of hushed arguing could change the situation. The client demanded to take out those who were attracting a huge amount of dissatisfied surveys.

It was business as usual the next day. Or so it seemed. In the air, there was a palpable undercurrent of tension. One could almost taste it like an unsavory relish. What was odd though was that Big Boss didn't show up. Later on, both Immediate Boss and Department Head told me they'd be off the floor for a meeting. They asked me and two other people to man the floor in the meantime.  When I asked Immediate Boss what time they'd be back, he said he didn't know. It didn't take a genius to intuit something was amiss.

My hunch was right. It turned out, the client dismissed Big Boss, too. Collateral damage, so to speak. The numbers were downright horrid, and they asked for his head since he had command responsibility of the whole operation.

Department Head was now our New Big Boss.

All of these my Immediate Boss told me as he hitched a ride going home.  Lost in thought, I was silent for most of the time. And when he got off, I remained silent for the rest of my drive home.

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Three weeks after that disastrous turn of events, our numbers are now in the 80's percentage.

The aisles that were once full now seem to be like a ghost town.  Among those who are left, many are contemplating on resigning.

I am still there because I'd like to think my numbers are still safe - for now.

But the whole bloodbath made me realize that in this business, we are all but just figures and statistics; anonymous numbers that are compartmentalized in white-cold Excel sheet cells.

Welcome to the corporate world, Ternie. I hope you survive the experience.

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"Numbers don't feel, and neither do you feel for numbers." 

- re-adapted quote from Mugen