Suddenly, I Became The Boss (that babysits a bureau fill of grown-ups)

 

This month, something unexpected landed on my lap. I was appointed person-in-charge for the bureau. Just like that — no warning, no ceremony, no survival kit.

On paper, it sounds like a promotion. In reality, it feels more like becoming the zookeeper of a very special kind of zoo. Because here’s the thing: being in charge doesn’t mean I just handle the young, energetic and eager-to-learn staff. No. It means I now also have to handle the old ones — the veterans who’ve long mastered the fine art of resisting change.

Let me introduce you to my daily circus:

The Seniors — The Untouchables

They’ve been here forever. They know every corner of the office, every loophole in the system, and every way to avoid doing something new.

“Why should I learn this new software? The old one works fine.”

“You young people are always changing things.”

And when you gently push, suggest, encourage? They smile, nod politely — and ignore you entirely. Occasionally, they even start recruiting others into their “silent rebellion.” A little office insurrection brewing in the corner pantry.

The Young Ones — The Escape Artists

The juniors are the masters of creative excuses. They’re energetic when it’s convenient, enthusiastic when it’s visible, and suddenly invisible when actual work appears.

“My laptop’s slow.”

“I think I caught a cold, might work from home.”

“There’s a system error.”

“My cat jumped on the keyboard.”

Competence? Debatable. Excuses? Limitless.

The Middle Group — The Overcomplicators

This is a very special breed. They don’t want to be in charge, but they do enjoy playing boss. Everything that could be simple suddenly requires five meetings, six emails, and three WhatsApp groups.

“We need a subcommittee to decide who will chair the next subcommittee.”

They love processes. Processes love them back. Meanwhile, deadlines are waving sadly from a distance.

My RM20 Raise

For this grand new role, I receive a glorious increment of RM20 per day. Technically, that’s enough for a decent coffee and maybe a muffin. Emotionally? It doesn’t cover the psychological damage of hearing grown adults argue like kindergarteners.

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Some people manage data, others manage money. I manage egos. I manage tantrums. I manage passive-aggressive notes and mysterious sudden illnesses that only seem to appear right before major deadlines.

But hey — at least I’ve gained excellent skills in diplomacy, conflict resolution, and mastering the art of smiling while screaming internally.

After all, isn’t this what leadership is about?