"Good luck trying to change anything around here, there are too many lifers."
This was the advice given to me when I started as manager at ABC's Radio National last year.
It seemed like a dream job. I love the ABC and relished the opportunity to help steer RN.
But having previously worked as a journalist, foreign correspondent, editor and managing editor at lean, efficient and editorially robust media companies including Australian Associated Press, Fairfax and News Corp for over 20 years, I was shocked by the culture, waste, duplication and lax workplace practices exercised in some pockets of Radio National. I was even more shocked by the failure of the executive to want to do anything about it.
One problem, as one insider pointed out, was the so-called lifers, a pocket of predominantly middle-aged, Anglo-Saxon staff who had never worked anywhere other than the ABC, who were impervious to change, unaccountable, untouchable and who harboured a deep sense of entitlement.
They didn't have a 9-5 mentality. They had a 10-3 mentality. They planned their work day around their afternoon yoga class. They wore thongs and shorts to work, occasionally had a snooze on the couch after lunch and popped out to Paddy's Market to buy fresh produce for dinner before going home.
They were like free-range chickens, wandering around at will, pecking at this and that, content that laying one egg constituted a hard day's work.
They knew they couldn't be sacked or officially sanctioned because there was no appetite among the executive to make waves, take on the union or make a case for any more redundancies. So the lifers just thumbed their nose at any attempt at performance management. Managers came and went, but they were there for life.
