I am a proud, strong, African-American, divorced mother of five when I rise in the morning and when I lie down at night. I am fortunate to parent five amazing children who are unique in every way. The genesis of Halo-Orangees’ Brand: Helping Advocate Longevity of Organizations by Obtaining Objectives through Redefining Above-Board New Generational Guidelines for Employer Employee Standards was inspired, developed, and birthed from my reaction to an unethical manager with whom I, B. L. Brown, had the pleasure—that is, in making me stronger—of working for. My executive director, Melvin Booker, had perfected the art of insulting staff members on a daily basis. I could only surmise that this leader saw the entire group of employees as confined to a small shoe box. In a one-on-one meeting with my executive director, he made the statement that another employee, who held the same title, was better than I was. In response, I informed him that this employee was not better than I was, nor was I better than she. I also asked him to explain the basis for his statement. He stumbled, stuttered, and finally replied that this employee was better than I was because she held two master’s degrees. In my opinion, a leader should never let anything like this come from his mouth. A leader who would say this to an employee likely has low-esteem and should not be hired to lead a team. When a leader possesses low self-esteem, they are not strong enough to lead a team in achieving organizational goals and objectives. In retrospect, the employee who the director believed to have been better than me, after nearly two years on the job, was still relying on me for assistance on otherwise simple day-to-day operational tasks. As the director and executive leader in command of managers and employees, what is the central theme of putting frontline team members down?
This leader was well-known for insulting and verbally attacking employees, attempting to confine us to a “box” by expressing his opinions of how no one met departmental standards. Note that our department had no written standards, policies, and/or procedures in place. The only policies and procedures that existed were the ones written by the employees from their own knowledge and self-training. This department also had no training or employee development period. The employees’ training was based upon trial and error. Neither my director nor any member of his management team, with the exception of two employees, could log into the system or outline the basic fundamentals of the day-to-day operations without calling on frontline employees. I often asked myself how he could label the team as not good enough.