Restructure APNIC Secretariat and retain David
Dear Daniel,
I agree with you that David has a good heart and would have tried to take
care of his staff. That is a very different issue from perceptions and
feelings of people, which is involved in people management. These are very
complex issues and people management takes time, which David did not have
much of. I don't think it was fair that APNIC membership expected David to
do everyhting with just two other staff members and expect to him manage
them properly, while travelling as much as he did.....it is humanly
impossible.
I for one did not expect that of him, especially since he has over and
over again said at APNIC meetings that he was not a manager or business
man..just an engineer, and a good one at that. He seems to have called for
help many times before, but EC and membership continued to expect him to
do it all. Therefore when I raised the issue, I was addressing it to the
APNIC membership and EC, and the only reason I raised the issue was
because I was asked by the affected individuals to help them. They felt
the membership was insensitive to their point of view. Having been
involved in the APNIC incorporation process and knowing there were
weaknesses in the existing structure, I knew there was little other
avenues these individuals had to bring awareness to their concerns. So the
e-mail.
The others who raised this issue also did not mean to implicate David but
wanted to allude to the weakness of the existing structure. This is a very
separate issue from David's competence, and I hope their voices do not get
drowned.
In any case, as I said these are two separate issues....and on the issue
of David's area of competence, I completely agree with you that APNIC
should look to have David's services made available to ensure continuity
and smooth operations. He is after all a good engineer and a person
committed to APNIC. I am sure with Pindar and your suggestions, the
membership will think hard at this, and so will the EC.
I also feel that the membership and EC should think hard at how to
re-structure the Secretariat to avoid a future DG facing the same overload
problems David had to deal with. There should be clearer divisions of
labour and budgetting fo more staff. Secretariats should grow commensurate
to workload and membership base.
Regards,
Laina RG
--- On Mon, 02 Mar 1998 10:13:58 +0100 Daniel Karrenberg
<Daniel.Karrenberg at ripe dot net> wrote:
Dear APNIC friends,
To me it is absolutely unthinkable that David would not give *very*
careful consideration to the concerns of the staff.
David has discussed some decisions regarding APNIC with me. To me it is
obvious that his sole concern when making those decisions was the
success of APNIC.
I recommend to the APNIC *membership* to consider the person David
Conrad and what he has achieved on their behalf and offer him an
adaequate position within the APNIC structure. Whether this be one of
paid "technical director" or unpaid "special advisor" or some such I
cannot say. What I can say is that in my opinion you should not loose
David and that in order to keep him your explicit support needs to come
from the membership at large and be voiced clearly and individually.
Daniel Karrenberg
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Name: Laina Raveendran Greene
E-mail: laina at singnet dot com dot sg
Date: 3/3/98
Time: 11:31:11 AM
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