An Agnostic's Look at The Bible - Part XX - Dispensationalism

Many Christians would take issue with the fact that the Bible contradicts itself, not to mention historical and archeological records. Many others simply ignore the contradictions — or don't know about them because they don't read the Bible. But from the very early days of Christianity theologians have been aware of contradictions and discrepancies and attempted to reconcile them. (I'm mainly dealing with how Christian theologians addressed inconsistencies, I am not very familiar with how Jewish scholars may have approached issues in the Jewish scriptures).

The question of the nature of Jesus Christ — was he God, or was he a man? — caused a lot of ink to be spilled in the first centuries of Christianity. Even when they thought they had an answer ( he's both!) the minutia of how he could be both, as well as the ramifications of the various theories, occupied Christian leaders for centuries, when it could be argued that they certainly had better things to do. 

The problem that the Church Fathers identified was that there were sections of the gospels and epistles that very clearly indicated that Jesus was a man, a very holy man, a special man, but a man —  not God. There were also other verses which just as clearly came down on the side of Jesus being God. These second century scholars had a choice: they could ignore the question and focus what Jesus preached and encourage people to follow his example and live their life as he taught; they could decide that Jesus being a man made more sense and interpret the verses that suggested that he was also God in that light; or place their bets on Christ's divinity and interpret the verses that said otherwise in that light. What they did was decide that Jesus was man and God. They argued interminably about the details, but ended up with the conclusion that he was fully God and fully man. (The nuances of that stance take up fat volumes — check it out some time). They created a theological edifice to explain away a contradiction — a Christology which cannot be found in any actual book of the Bible. 

A very large plot hole in the Bible is the stark difference between how God is portrayed in the Old Testament and the New Testament. (Other than the Apocalypse of John [Revelation] which reverts back to the wrathful, vengeful God imagery). In the 1800's there arose a theological position called "dispensationalism" which attempted to explain the differences. But long before that, Marcion, a second century Christian, came up with his own solution. Marcion took a blunt force approach to Biblical criticism and simply threw out the parts he thought made no sense. Observing that the vengeful God of the Old Testament bore no resemblance to the God of the Gospels he concluded that they were different gods. In Marcion's view, the Old Testament God was evil, while the New Testament God of Jesus was the "true" God, the good God. He threw out the Gospels of Matthew, Mark and John and the non-Pauline epistles and heavily edited what was left. Say what you want, but Marcion took care of those pesky contradictions!

Nineteenth Century dispensationalists eschewed Marcion's approach. Rather than relegating the Old Testament God to second deity status, they arranged history as outlined in the Bible into a number of "dispensations". A dispensation, according to them, was a time period where God dealt with humanity in different ways from the other time periods. One group that I was involved with called the "administrations". There were usually seven of these time periods, although I have seen eight listed as well. Since these dispensations were the opinions and interpretations of the theologians who came up with them, there were difference ways to divide them up. Here are a few ways that people have attempted to assign the breaks in these divisions:

• Innocence/Original Paradise/Garden of Eden - Adam and Eve before eating from the Tree of Knowledge
• Conscience — after "The Fall" — no rules, people followed their own conscience, ended with The Flood
• Human Government — From Noah to Abraham
• Promise — starts with Abraham and indicates God dealing with one specific group of people — ends with Moses
• For some, the previous three are grouped together, sometimes called "patriarchal"
• Law — the giving of the Law to Israel — different interpretations on when it ended
• Christ's Ministry — not all recognized this as separate — some interpretations ended the Law at Jesus' resurrection, some at the beginning of his ministry, some at the ascension, other at the end of The Acts of the Apostles. The Christ's Dispensation likewise had differing opinions on it's scope, or even if it is a separate time period
• Grace — this started whenever either the Law or Christ dispensation ended and includes the present day. 
• Tribulation — starts with the rapture and includes all the horrors of the Book of Revelation
• Millennial — ends with Christ's return to defeat The Beast and The Devil and initiates the Thousand Year reign of Christ on Earth
• Some combine the previous two
• Paradise — establishment of God's eternal kingdom on earth 

Despite there being disagreements among dispensationalists on where these divisions should begin and end, the concept does have its own logic. There's no question that God acts differently throughout different time periods as outlined in the Bible. But there are no bright lines delineating changes in God's rules — if there were, there would be no disagreement among the various advocates of dispensationalism. This is the problem with viewing the Bible as an inerrant and divinely inspired, it's impossible to accept that there are errors, discrepancies and contradictions and one has to sometimes tie oneself into knots to explain them away and make it make sense.

Start at The Beginning: Part I 

Workin' Man - Part XX - Falklands Jalapeño-Pineapple Pancakes

Well, I get up at seven, yeah

And I go to work at nine
I got no time for livin'
Yes, I'm workin' all the time

It seems to me
I could live my life
A lot better than I think I am
I guess that's why they call me
They call me the workin' man

'Cause I get home at five o'clock
And I take myself out an ice cold beer
Always seem to be wondering'
Why there's nothin' goin' down here

I guess that's why they call me
They call me the workin' man

"Workin' Man" - Words & Music by Lee & Lifeson 

 Well, this was something different. In my previous management assignments I was looked at as the new guy who didn't know anything. When hired as a Grocery Manager at 48th & O my grocery experience was negligible. When I was promoted to Assistant Store Director (ASD) at Cornhusker I was replacing a popular and knowledgeable individual who had a very different management style. It was uphill all the way. In both stores I was eventually able to prove myself; but when I arrived at the South 27th & Pine Lake Super Saver I came with reputation for knowing what I was doing, and for being a tough but fair manager. (Although one person told Bob, our General Merchandise (GMD) Manager, that I was "moody" — fair enough!) In retrospect, my five years as ASD at Pine Lake were probably the best years of my grocery career. Store Director Nick was easy to work for — he gave clear direction, but was not a micromanager, and the Center Store Managers were experienced, knew their jobs and took direction well. 

One of the big differences starting out at Pine Lake was that, unlike my start at Cornhusker, things were organized. Nick was not a "nice guy" — he was friendly enough — but did not play favorites and kept a sharp eye on what was going on in the store. Shannon, our HR Coordinator was also pretty direct. My old Store Director, Matt K, once remarked that the employees at Pine Lake must have always been pretty clear about expectations with the three of us in charge! Employees definitely had their preferences for who they would go to with issues. What they didn't realize was that we talked all the time and made sure we were in agreement on major issues. There was no going to "dad" because you didn't like "mom's" decision. One incident stands out. I was upstairs, looking out the window to the sales floor below and saw Tom C, the Frozen Foods Manager talking animatedly to Nick. Technically, since I was his immediate supervisor, Tom should have been coming to me with whatever his problem was. When Nick finished talking to Tom, I asked Nick what the conversation was about. Tom C was asking if he really needed to work until close on Christmas Eve, which I had made a requirement for all department managers. Nick asked him "What did Tom J tell you?" and followed up with "Whatever Tom J told you, that's what you need to do". We had each other's backs. 

Tom C, as it turned out, was not a very good Frozen Foods Manager, and as it further turned out, Nick & I dropped the ball when it came to supervising him. In some respects the department appeared to be in good shape. He hardly ever ran out of anything, he always had his ad displays up on time, and the profit margin was always at or above budget. I was guilty, as was the company overall, of not questioning success. Tom C was a big man, he had to be well over 500 pounds. One morning he fell on some ice in the parking lot and couldn't get up; he hurt himself so badly that he couldn't work for what turned out to be seven months. As Center Store Manager I was his immediate supervisor and temporarily took over managing the department. I figured I could have a clerk do the stocking and I could order and build displays. I quickly found out what Tom C was hiding. 

Every department utilizes "backstock". During an ad you try to have enough on hand to get you through the ad week, in this case you store it in a walk-in freezer. Sometimes you just order too much, and you "run the backstock" before putting in an order so you don't order what you already have. When an ad is over, any unsold ad items are put in a secondary display and priced somewhere between regular prices and ad price. Tom C was not managing his backstock. When I took over the department there were at least 80 pallets of assorted backstock in the freezer. Ten pallets would have been excessive. Every shelf was filled, and every inch of floor space was full of pallets. After stocking the load from a delivery, Tom C would put any excess on a pallet in the freezer and then never touch it again. On his next order he would bring in more of what he already had. After an ad was over he would put what wasn't sold on a pallet in the freezer and then never touch it again. The result was that every week the backstock grew and grew. It's not like it was even organized. Every pallet had a jumble of different types of stock. It was a mess. Tom C, realizing that his department was such a mess that he would not be able to get it in order, turned in his resignation. We hired a replacement, who we were very upfront with regarding the shape the freezer was in. He lasted less than a week before he claimed that he fell in the freezer and spent another week on light duty. He quit once he was off light duty. 

Nick had the idea that before we hire another manager the first step would be to organize everything. He and I, joined by Assistant Grocery Manager Jamie, and a team of grocery clerks, pulled all the pallets out one by one and organized them by type of product: potatoes on one pallet, frozen vegetables on another, frozen dinners on a third, and so on. When we started it was so disorganized that there literally were potatoes on every pallet. This took two different sessions to get everything organized. While we were working we found several pallets of old ad items that were seriously out of date, those had to be thrown out or donated. We initially got the number of pallets down to around 65. For a while we had grocery clerks pulling pallets out and stocking from them each night. We had wrapped each pallet in plastic and affixed a sign with the last date that it had been worked. We had a system. Except Nick caught the grocery clerks rolling out pallets, unwrapping them, moving the top layer around, and then putting them back without actually stocking anything. He banned the clerks from running backstock. Which meant that I and some of the other managers had to do it.

Little by little the number of pallets decreased. There were some mornings when the Frozen Foods order was less than a dozen cases because we had so much backstock! We had probably gotten the number of pallets down to around 40 when Pat Raybould stuck his head in the freezer one day and freaked out. He demanded that we set a date when the backstock would be down to a reasonable level (10 pallets?). I tried to tell him that it was impossible to do, we had no idea how long it would take us to get to an arbitrary number. Of course he had no idea how bad it had been and how much progress we had made, but the law of diminishing returns was setting in, as well as the lack of any more low-hanging fruit, and a dearth of other available cliches. I eventually picked a random date, which we ended up not making, but he soon forgot about it, as he usually did. 

One of the side effects of having to run Frozen Foods for so long was that I learned to drive the standing forklifts. In addition to the traditional sit-down forklift, Pine Lake had two stand-up forklifts. Since at the time we were the only store that had them anyone transferring from another store didn't have any experience with them. The advantage to them was that they had a tighter turning radius, which was helpful in narrow aisles. The down side was that if you were trained on the sit-downs, everything felt backwards. I had to work in the freezer every morning, which, once we cleared the floor of all the excess pallets, was very spacious. This made it the perfect place to practice driving the stand-ups. More on forklift adventures later. 

One of the first things I did after transferring to Pine Lake was to convince Nick that we needed to adjust our schedules during the holidays. Officially those of us who were salaried were required to work a minimum of 45 hours a week. In most stores this meant that you were scheduled for 45 hours, but if an crisis came up you worked extra. No allowance was made for getting those hours back. What I proposed was that we plan to average 45 hours per week during a holiday season. This meant that during Thanksgiving or Christmas week we all might be working 60+ hours, but we would work 25 or 30 on the slower weeks. This was difficult to do over the Christmas holidays since we were busy leading up to Christmas, which was immediately followed by a busy New Year's, with year-end inventory in there somewhere. I would start mapping out the managers' schedule well in advance in order to get Nick's approval (especially since I was writing his schedule too). The benefit to scheduling this way was that the store had the maximum number of managers during the peak times, while no one worked more than an average of 45 hours per week. Of course the corporate office would not have approved of this arrangement, and we sure weren't going to tell them! We also instituted a requirement of mandating that department managers work certain peak times during the holidays. All managers had to work until close on Christmas Eve, and work a 12-hour shift the day before Thanksgiving. Nick and I scheduled ourselves this way too, so no one could legitimately complain. I was surprised to learn that in a lot of stores the schedule didn't change for holiday weeks and stores were staffed during peak times by third tier evening supervisors instead of department managers. There was some complaining, but I believed that if you agreed to work in a retail store you had to be available to work on holidays. 

One of the managers who was challenging to schedule was Peter, the Assistant Grocery Manager when I started. He was a rabid Husker fan and had season tickets, as well as attending several away games each season. At first this wasn't a huge problem, since the assistant grocery manager usually was scheduled on Sunday, with Saturday off. He turned down at least one opportunity for promotion to grocery manager in another store when he was adamant about having Saturdays off during the football season. Eventually he was promoted at Pine Lake. I honored his time off requests for every football Saturday for the first year he was in that position, but after one season I announced that I would no longer accept time off requests, since it seemed like everybody wanted off on game day. He worked it out by switching shifts with another manager, but I never thought that he was committed to be a manager in a retail grocery store. Attending Husker games and playing golf seemed to be his main priorities. Otherwise he did a good job and was a key member of the management team, as long as there wasn't a football game conflicting with store priorities. 

In light of the post-Covid shift in the employee-employer power dynamic, it might seem like we were too tough on our employees when it came to scheduling and time off. These days post-Covid you hear a lot of people declaring that they aren't requesting time off, but informing their boss that they would be gone. Even now, I stand by my position that if you are going to work in a store that is busy on weekends and holidays, by accepting employment there you are agreeing to be available during the busy times. I think that the fact that the whole management team was there during the holidays, not taking advantage of their position or seniority, helped sell the idea that no one was getting vacation time approved during holidays. 

One of the most important things that I learned from Nick was that you did not run out of anything during the holidays, especially not "holiday" items or anything that was in the ad. During a holiday week we would make a list of everything we were out of first thing in the morning. We would start out by calling other Super Savers and Russ's to see if they had any extra that they could transfer. Then we would split up the list and head out to our competitors to buy as much as we could of the items that we needed. This procedure led to the case of the infamous Falklands Jalapeño-Pineapple Pancakes. I was sent to Hy-Vee with a mission to secure Bisquick, canned pineapple, and for some reason, jalapeño jelly, on a snowy Christmas Eve. I had found all three items on my list, emptied the shelves, and headed up front to pay for them all. Now people who have never worked retail might think that this was a win for the store that was being raided — they're making sales, right? But what's really happening is that their customers will be disappointed when they can't find these items on the shelf. (Hy-Vee used to try this with us just about every Sunday in order to replenish their ad items. After it happened once I refused to sell to them!) But anyway, back to Christmas Eve. As I stood in line, pushing a shopping cart full of just three items, I was starting to attract attention. Customers in line curiously asked me what I was doing with these seemingly mismatched products. I tried to deflect attention by telling them that I just got whatever was on the list, but that didn't satisfy them. Thinking fast, I told them that my wife was from the Falklands,  and every Christmas Eve, for our whole church, she made a Falklands delicacy — jalapeño-pineapple pancakes! I made it out the door with my cases of mismatched breakfast food, and told the team back at the store about my adventure. The next two Christmas Eves I actually made jalapeño-pineapple pancakes for everyone to try — surprisingly tasty — and popular! 

Start with Part I

Managers Part XX - Good Leaders CAN be Bad Managers

Reading a novel the other day I came across this quote "People often confuse leadership and management, you may be an effective leader, but terrible at minutia". It was in reference to a pilot who was promoted to a position where she no longer flew, but planned the missions of her subordinates.

So often we hear the traits of leadership praised while those of management looked down upon as inferior, as if a manager is someone who somehow failed to be a leader. I have always taught that leadership is just one trait of a good manager. But this quote made me want to take it further. A leader is someone who can inspire others to follow, and I've always thought that someone who had leadership qualities in a management role was by definition a good manager, but I am rethinking that position. Effective management is, in part, a function of effective leadership. Inspiring one's followers to the point where they can have responsibility delegated to them is a mark of a good manager. But that part of the quote about minutia is the key. A person can be an inspiring and charismatic leader, but lacks the skill at analyzing, organizing and planning that are essential ingredients that go into the makeup of a successful manager. Visualize a manager who is well liked, whose subordinates will follow any orders, but cannot put together a schedule, or properly budget, or order the right amount of product; who cannot articulate the needs of his business unit to corporate headquarters. He wouldn't last too long, despite his popularity with "the troops". 

In this series on managers, I have concentrated mostly on the people management aspect of being an effective manager. What has been the unspoken assumption all along has been that, in order to manage the people, you first need to be proficient at the other management skills — the minutia.

Start at the beginning: Part I

So, You Want to Join a Cult - Part XX

One thing that I want to make clear is that despite my characterization of The Way as a cult, I believe that many of the tactics that people have used to oppose cults is also wrong. 

Many people define a group as a cult based on what they believe rather than what they do. Scientology has a lot of bizarre beliefs, but are the beliefs by themselves harmful, or is it the level of control that they exert on their members what is actually harmful? And what constitutes a bizarre belief? Are the Scientologists sci-fi based doctrines really more unbelievable than an invisible god who is really his own son born from a mother who never had sex? Or this same god-who-is-really-his-own-son ascending bodily after being dead for three days? What about a boat with two (or is it seven) of every animal in it surviving a world-wide flood? Talking donkeys? People living over 900 years? The difference is that the majority of religious groups don't attempt to control every aspect of your life, and if your behavior is far enough outside their norms, you can just leave. The church that I grew up in was pretty oblivious to whether I attended services every Sunday and likely didn't notice when I left. Cults, on the other hand, engage in harmful practices. It's true that sometimes these harmful practices are based on harmful beliefs, the beliefs by themselves are not harmful. 

The opposition of the people of Sidney (which I will get into shortly), was based on ignorance. They may have heard about a few things that The Way taught that deviated from standard Christian teaching, but it is highly unlikely that they were aware of the harmful practices that went on inside The Way. Groups that received the cult label based on their beliefs (or misunderstanding of their beliefs) were lumped in with the People's Temple and in the minds of the ignorant were dangerous. This ignorance fueled a counter-belief that any opposition to a cult was justified. People were kidnapped and mentally tortured under cover of the pseudo-righteous term "deprogramming". Families were broken up over these differences. Much of what I will describe about my time in Sidney is akin to the "villagers with pitchforks and torches storming the castle" that you see in old school horror movies. My own assertion that I was involved in a cult in no way absolves them of ignorant and bigoted thinking and actions. The very acts of persecutions was in fact something that stiffened my resolve and stick with The Way despite the obvious red flags that popped up throughout my WOW year. 

Start from the beginning: Part I

So, You Want to Join a Cult - Part XIX

Having driven from my home in New York City to Way headquarters in rural Ohio a few times, I was familiar with the concept of small town and farms, but living in a small town like Sidney, Nebraska was big-time culture shock. One of the biggest shifts was the prevalence of churches. I grew up in the New York City neighborhood of Rosedale, Queens. The 2010 census put Rosedale's population at around 25,000. At the time there were six churches — two Catholic, one Presbyterian, a Lutheran and an Episcopalian, plus a small Baptist church that may have actually been in Springfield Gardens. Sidney, on the other hand, with one-fifth the population, had twenty-five churches of various denominations. Of course, there was the size. Sidney was small enough to walk across in a half hour, the populated areas appears to be around 2 miles east-west and 2.5 miles north-south, excluding the area on the interstate and other areas within city limits that are not developed — and Sidney is the largest town for hours in any direction. Another feature of a small town (at least from my perspective) is the suspicion with which "outsiders" are viewed. Everyone seems to know everybody else, and families that had been in Sidney for decades were still referred to as "the new people". This may seem like paradise to many, but for four young people (we were aged 20-22) from outside the community who were representing a religious cult, this was anything but. 

We arrived in Sidney a week late, and after a night in a hotel and a dinner of chicken-fried steak (a first for me) at Dude's Steakhouse, we set about finding housing and jobs. This was surprisingly easy. The next day we rented a two-bedroom duplex one block off the main drag of Illinois Avenue/Highway 30. Steve, as the interim Way Corps leader, had been sent to scout out the city a few weeks earlier and already had a job lined up detailing cars at a local dealership. Rosemarie and Gail found jobs waitressing at a Dairy Queen and at a hotel restaurant respectively. I was the last one to secure employment, an apprentice glass cutter and go-fer at carpet store just a few blocks from our new home. 

The WOW year, especially the portion spent in Sidney, (we were reassigned to Kearney, a larger college town mid-year) was another of those red flags which should have inspired me to leave the group. On one hand we were subject to non-stop persecution by the locals and on the other the supposed "spiritually aware" leadership was incompetent. But these pressures, at least in my case, paradoxically served to make me more committed. 

Steve was a member of what was called the 10th Way Corps, i.e. the tenth group to start the so-called  leadership training by The Way. He had made it through his first year of training at various Way training locations and was now on what they called an interim year where he was to put his training into practice before returning for his second year "in residence". Steve was supposed to be a leader, someone who we were to look up to, someone who would keep us on a godly path  and lead us to success. Steve was also an irresponsible, immature, entitled, horny twenty year-old who was impressed with his own status as a member of the Way Corps without the slightest idea how to motivate or lead. Part of this was due to the top-down style that was ingrained in Way "leaders" who believed that they were blessed with a version of the divine right of kings (including droit du seigneur). Steve's weakness as a leader would be exacerbate the pressures that resulted from opposition of the townspeople. 

Start from the beginning: Part I

Go to: Part XX

An Agnostic's Look at The Bible - Part XIX - No True Scotsman

In my previous "Agnostic's Look at The Bible", Christians Calling Other Christians Not-Christian, I discussed the phenomena of Christians deciding that other Christians weren't "real" Christians based on doctrinal disagreements. In this week's installment I'll look at how Christians behaving badly are dismissed by other Christians as "Not True Christians".

The classic example of the "No True Scotsman" fallacy, from whence it derives its name, is this: McBeth claims that a Scotsman will invariably eat haggis regularly. McDuff replies that he's a Scotsman and he never eats haggis. McBeth retorts "Well then, you're not a true Scotsman". The "No True Scotsman" fallacy is a species of circular reasoning where the premise is redefined to exclude any inconvenient deviations and contradictions. This is a pretty common fallacy employed by Christians who by and large adhere to the "love thy neighbor" ethos against coreligionists who don't. When someone points out the horrible behavior of a group of Christians, you can be sure that someone will claim that "they're not really Christians because true Christians wouldn't act like that". 

Of course, Love Thy Neighbor Christians will argue that they're not the ones deciding who are true Christians and who aren't, God has set the standards in The Bible. The trouble with that, as I have pointed out many times in this series, is that the Bible isn't clear or unambiguous in what it has to say. In addition, "Christian" is as much a cultural identifier as a set of religious doctrines and behaviors. Anyone who says they're a Christian is a Christian. One might argue whether a particular Christian is living up to some perceived Biblical standard, but that doesn't make them Not A Christian, any more than abstaining from haggis makes an Edinburgh native whose roots go back many generations Not A  Scotsman.  

This doesn't mean that the Love Thy Neighbor Christians don't have a good reason to be embarrassed by the antics of their bigoted, hateful brethren. Like a family of cops who have that one sibling who just got out of prison, they think they're making them look bad. Guilt by association. But these hypothetical cops don't claim that their ex-con brother isn't their brother. But Christians are trying to boost their godliness average by eliminating their more embarrassing brethren from the statistics. 

This is by no means a Christians-only phenomena. Fundamentalist Muslims who require their women to wear a hijab look down on the Muslims who don't as not true Muslims and the burqa-wearing sects are sure the rest of the Muslim world are just as damned as Christians and Jews, maybe more so. Ultra-Orthodox Jews are pretty judgmental about their Conservative and Reform branches — some don't recognize weddings officiated by non-Orthodox rabbis. Heck, I've even encountered this tendency among Pagans! But since Christians are the power wielding majority in this country, this is whom I'm focusing on. 

The truth is, that between Fundamentalist Evangelicals, Conservative Traditional Catholics, Mega Church Pastors and the like, cultural Christians who identify as right wing conservatives and espouse beliefs largely divorced from the Love Thy Neighbor morality are likely the majority of self-identified Christians in the United States. You can't just pretend they're not the face of 21st Century Christianity. 

Start at The Beginning: Part I

Go to: Part XX

Workin' Man - Part XIX - A Shady Business

Well, I get up at seven, yeah

And I go to work at nine
I got no time for livin'
Yes, I'm workin' all the time

It seems to me
I could live my life
A lot better than I think I am
I guess that's why they call me
They call me the workin' man

'Cause I get home at five o'clock
And I take myself out an ice cold beer
Always seem to be wondering'
Why there's nothin' goin' down here

I guess that's why they call me
They call me the workin' man

"Workin' Man" - Words & Music by Lee & Lifeson 

 All four Lincoln Super Saver ASDs switched in one move. The Cornhusker ASD (me) moved to Pine Lake, that AD  moved to 56th and Highway 2, the 56th ASD moved to 48th & O, and that ASD moved to Cornhusker. I'm going to divert from my own personal story to focus on what was going on in another store. 

Store Directors earned bonuses based on how close their gross profit was to what was budgeted. In most situations if you achieved or exceeded your budget the budget was increased the following year. Rarely was it lowered if you failed to achieve the profit target. For some reason the exception was the store that the previously mentioned Ron S ran, the 56th and Highway 2 Super Saver. The profits regularly exceeded the budgeted amount by a huge margin, but the budget was never increased. This guaranteed that the Store Director and Assistant Store Director received the maximum amount in their annual bonus. The ASD who was leaving 56th was very upset about leaving. He was used to getting the maximum bonus — in fact, he had recently divorced and his child support was based on the assumption that he would continue to receive the maximum bonus. As I mentioned previously, Bill had been transferred out of my store and to the 56th Super Saver, since Ron S had been "promoted" into the corporate office. A couple of things happened in the wake of these moves. The first was that the budget for gross profit was changed to more closely reflect the business that the store actually did. (Why not sooner?) The second was that the store's inventory was counted more closely. 

Without getting too deep into the math, one of the key numbers that determined a store's profit was the inventory level. If inventory was undercounted, profit calculations would be low, since the assumption would be that the missing stock had been either thrown out for being outdated, or stolen, since there was no revenue to account for it. If the inventory, on the other hand, was overcounted, then the opposite would be true and the profit margin would be calculated higher than the real number. The latter was what was going on at 56th under Ron S. 

56th & Highway 2 was a test store for using an internal ordering and inventory system called INGEN (I forget what those letters stood for), which, among other things, kept a running daily count of all items in the center store departments. One of the problems with using this system for your inventory count was that there were many possible data entry error possibilities. For example, a customer buys two cases of Chobani yogurt, 12 to a case. There are eight different flavors, but the cashier rings them all up under one flavor. The result is that one flavor's inventory will be lower than the actual numbers, while the other seven will show a higher inventory. Markdowns were another problem. Usually marked down items were rung up manually by department, so there was nothing in the system to indicate that it had been sold. Outdated items that were thrown out had to be scanned out of the inventory, but if not, the system thought they were still there. At 56th under Ron S it was discovered, after he left, that the inventories for several departments were higher than actual and were skewing the profit calculations, making the store look more profitable than it actually was. 

One of the things that B&R Stores engaged in was never questioning good results, while freaking out over bad ones. The 56th and Highway 2 Super Saver was a profitable store. At the time there were no competitors nearby (this was pre-Walmart), so no one questioned the continual high profits. The store management who were raking in huge bonuses certainly didn't question it. It wasn't until a new management team came in that the inventory issues were discovered. One of the things that stores were supposed to do, was continuously update their inventory. There was to be an employee specifically dedicated to this task who would rotate through the store, keeping the inventory accurate. Bill, and his new ASD Dan set about to check their inventory and get things in line with company policy. They found out that things were really, really bad. The inventory numbers were way off. So much so that several departments had negative gross profits, which is virtually impossible. Another thing that was virtually impossible was the scenario where the new management was so incompetent as to take a very profitable store and run it into the ground in less than one year. Not only run it into the ground, but screw it up so badly that it was losing money. (One of the things that I found out about that store was that routine maintenance and repairs were being ignored when Ron S was in charge. This led to Bill having to spend a lot of money fixing things that never should have been broken. The store was also filthy. When I was there for a reset the dirt under the shelving was so thick that small animals could have gotten lost in it. When we discovered this Ron [who with us] tried to get us to believe that years of dirt had accumulated in one year)

Around this time the corporate office decided to change assistant store director responsibilities again, using 56th as a test store. The position of in-store HR Coordinator would be eliminated, and each store would have two ASDs, one of whom would be responsible for HR functions as well as a couple of departments, and the other would oversee the rest of center store. This was a project pushed by Operations VP Tom Schulte and opposed by HR Director Donna Bristol. A second ASD was brought in and Dan, the existing ASD was given the HR responsibilities, which he was completely in the dark about. He attempted to get help from corporate HR, who refused to assist him, or even educate him on his HR duties. He reached out to HR Coordinators in other stores, who were willing to help him, but were prohibited from doing so by Donna, in a petty retaliation for losing the battle to Tom. Of course Dan failed. He was set up to fail. 

Meanwhile, in order to solve the problems that took place under Ron S's watch, corporate sent in...Ron S. He set up a little card table in the grocery office as his desk and went about micromanaging the management team, including mandating the precise number of hours that Dan could spend working HR. Of course nothing that he did fixed the problem. The problem traced back to overstating inventory, which, when corrected, led to low and negative gross profits. Correct inventory levels would cause the profit problem to correct itself. These obvious observations never occurred to the corporate directors. Bill and Dan were blacklisted and moved to smaller stores as punishment. This opened my eyes to the kind of people that I was working for, even though at the time it had no direct effect on me. 

Before I close out this sordid chapter, I want to call back to another sordid chapter. HVAC maintenance and repair for all the stores had been contracted out to A-1 Refrigeration, a local company. While I was still working at the Cornhusker store, one of their technicians was sexually harassing a teenage girl who worked in the Deli. She complained to the Store Director, who complained to A-1, who immediately fired him. Dan H, the pervert in question, went on to start his own HVAC company. With the collusion of John W, one of the Super Saver ASDs, he obtained some of A-1's invoices and approached Jane Raybould to become contracted to maintain the HVAC equipment at some of the stores, underbidding A-1's rates. Jane gave him the contract for all the Russ's Markets, leaving the Super Savers to A-1, despite being made aware of why A-1 had fired him. His company was also given the contract for the new Russ's at Coddington and West A. Jane eventually fired him, but only because he did not obtain permits for what he was doing, not because he sexually harassed teenaged girls. 

Yes, a shady business.

Start with Part I

Go to: Part XX