'Tis all one as if they should make the standard for the measure we call a foot, a Chancellor’s foot; what an uncertain measure would this be? One Chancellor has a long foot, another a short foot, a third an indifferent foot: ‘tis the same thing in a Chancellor’s conscience.’
It may have happened when their bosses changed. Or when there was a restructure. Or there may have never been a connection in the first place. They are products of poor management. Which - ironically - encourages their sense of expertise because they are usually an island of decisiveness amidst timidity.
They are almost always good people who are dedicated and work hard and long hours. They are often called 'indispensable'.
They make decisions that they feel are morally right. This adds to their defensiveness and disproportionate reaction if challenged. Much like Selden's Chancellor's foot, their decisions are an extension of them, not transferrable and attached with an equal degree of organic stubbornness.
They are 'experts' whose advice is sought by others, thus further affirming their sense of expertise. They have become so simply by having exclusive access to information and authority and not because of any objective qualification or because the pillars of their decisions have held up a bridge. They're knowledge workers after all.
They spend much time at meetings, conferences and other forums where experts gather and talk.
At staff gatherings, they're nursing the cupcake in the corner surveying the room with the weary look of the veteran, regularly glancing at their watch to ensure that they are back at their desk to answer the important phone calls and emails and not let anyone down.
They mark their own homework. Their decisions are rarely tested.
They design, manufacture and quality control their own widget.
Their only accountability?