The Ministry Experience Report (MER): Example 1

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Background Information

I am the office manager for a privately held corporation that owns several franchised locations of a major car rental company.

As the administrative center, the Wilmington office includes both administration (staff) and operation personnel. Other locations are "operations only."

Because we are a service company, our prime objective is to provide the best customer service. The customer always comes first—no excuses, no exceptions. To meet our objective, it is often necessary for staff persons to become operational and for operations to become administrative.

All our locations are open 18 hours per day, seven days a week. The paperwork of all locations is sent to our Wilmington office for processing. As the clerical staff has the weekends off, Mondays are very busy, noisy days.

The morning of Monday, October 8 was unusually tense. My own office day had begun at 6:15 a.m. It was raining very hard. The cleaning crew was still in the building. By 7:00 a.m., we had taken three "no start" calls, one of our locations was 25 cars short in meeting their morning reservations, and an unknown person—attempting to receive a "free" tank of gas—had driven away from the service area, dragging the entire gas pump behind him. We had received word that we were not getting the 60 cars we had ordered and needed. The owner, my boss, had fired one of two Wilmington service agents—someone who had been involved in an accident while driving a rental car. About noon my boss, Mr. X, sat down in my office, popped open his first beer, and asked, "Why is everyone out to screw me?" Upon my comment that "It's just one of those days, part of the nature of rent-a-car," he announced his departure for another town nearby.

About 12:45 I walked out of my office to refill my coffee cup and overheard bits of conversation between one of the clericals and my assistant. I was annoyed by what I overheard and hoped I would not hear more about it. No such luck.

Dialogue

June: Mary, can I talk to you about something?

Mary: (attempting to keep my expression warm, although my body was tensing): Certainly.

June: (blushing) Sarah has been complaining that Martha never goes back to the counter. I've noticed it, too. Just last week I had to leave my desk and go help a customer while Martha stayed at her desk. Did you tell her she did not have to do counter work?

Mary: (slumping back into the recess of my chair) Rules, rules, rules. This seems awfully petty to me right now. Two hours ago Bill had an accident while driving a car in from Ramada Inn South. Mr. X terminated him on the spot—out in the rain, waiting for the tow truck. Then X comes into my office, sits down, pops open a beer, says "Why is everyone out to screw me?," and leaves town.

Bill has had no other accidents during the two years he's been with us—not even a speeding ticket. His wife does not work outside the home, and they have a two-year-old child. His wages were low, but he was always at work. And frankly, I thank God every morning a service agent shows up for work— it's an awful job.

Accidents are part of our overhead. And this was not one of our cars; we don't even have to provide the PL and PD on it—that always goes with the vehicle. So this discussion seems pretty petty right now.

Martha is a new employee. Did anyone think to ask her if she was uncomfortable about her counter skills? Did anyone say, "Martha, will you help me with this rental?" Some of these things are up to you people to work out among your selves. I know, we all want rules, rules, rules. I suppose I could issue instructions regarding who answers the phone first, second, third, fourth—who goes to the counter first, second, third, fourth—and schedule it by alternate weeks. But really.

June: (slumping and flushed) Gee, Mary, I'm sorry. Some people are concerned with themselves, I guess. But I thought I should talk to you about Martha.

Mary: (regaining normal posture) June, I'm sorry. No problem in our office is more or less than any other. I know that during these busy times everyone gets a bit on edge. I had noticed that Martha was not going to the counter. She is wonderful on the phone, though. I think she probably just needs clarification. As a new employee she may feel uncertain about her place. I will be happy to chat with her, but I think that by talking with her yourself you will both benefit. Just be positive and nonthreatening—ask her how she feels about going to the counter.

June: Okay, I'll talk with her. I didn't think about it that way. Sarah just brought it to me and I thought you should know about it.

Mary: I know. I was aware, but was ignoring it in hopes that you would work it out yourselves. Sometimes I wish you all would learn to deal with these things among yourselves. Learning to discuss the situation in which one or the other of you feels taken advantage of would probably be a positive step for each of you. Again, I apologize for making your problem seem trivial. Let me know how you work it out.

Dynamic Reflection

The "petty problem" here is really the larger, more serious issue—the inability of people to communicate honestly. The young service agent losing his job is sad and unfair, but his own choices were involved.

Theological Reflection

It is easier to be "good" and follow the rules. If there is a rule for everything, we don't have to reach inside ourselves and struggle with making a decision. In Sarah and June we see the martyr: "Martha doesn't take her turn, I had to go and wait on a customer myself." It's an example of the "I am good, I do everything" syndrome. Though they were both aware of disliking their "martyrdom," neither had a solution. Uncomfortable and angry, they didn't ask for clarification from Martha. They didn't communicate with her. They decided to take the problem to the person in charge and get a "ruling."

As Christians, do we often want too many rules? Rules complicate our lives, but as Christians we are called to simplify our lives. Jesus was a simple man who taught by simple example and simple, honest communication. To simplify is difficult; it requires us to let go, reach inside, and connect with God. But isn't that the point of Christianity? We have God's grace, undeserved love, and mercy—no matter what our failings.

Self-Critical Appraisal

I allowed Mr. X's behavior to control my attitude and feelings. I took responsibility for his behavior. I did not simplify; I was angry. Though I feel I ultimately gave June caring, positive, and nonthreatening advice, my initial response was totally inappropriate. I'm reminded of an example given to me about "feelings": A child gets angry because his mother has told him "no." The anger is understandable; it would be appropriate if the mother acknowledges his anger. It would be wrong for the child to kick his mother. I kicked. I learned.

Another example of a MER follows, this time from an encounter between two church members.