“Do you realise that you are frightening the s..t out of your fellow Section Heads in the Branch?” asked my new boss. He too was a Roman, but was an outsider, recruited from a university. He nodded when I replied “You know my work.” He then asked “How is it then that you are frightening the s..t from my peer group? When I simply smiled, he said “Tell me “
This is my story. Out of the blue I received an invitation from the head of another department (a man I did not know) to transfer across, with a promise of promotion to the Senior Executive Service as Branch Head. A week after my arrival, the head of management asked me if I would consider a particular task. After examining the job, I agreed. To that, his strange reply was “Don’t be a bloody fool.” That was because I had only 10 weeks to implement necessary structural and operational changes, and to inform all overseas posts about the new policy.
My small team of 3, backed by 3 Division Heads, and assisted where necessary by 3 other agencies, did meet the normally impossible deadline which the Minister had set. The Departmental Head, having expressed his thanks, then asked me to accept the job of Chief Ethnic Affairs for the State of Victoria, based in Melbourne. The task was to implement a new policy of financially assisting the smaller immigrant communities in their settlement. The government would fund the employment of a social worker by each ethnic community. I was to investigate these communities.
My new small team of 3 immigrants made considerable progress, aided by my direct access to the Minister, and my ability to talk freely, on an ethnic to ethnic basis, with community workers and leaders. They liked that.
When the Departmental Head retired without promoting me, I returned home. The new Head, a returned Ambassador, told me that, instead of being promoted, I could head our London Office. Did that office need a Mister Fix-it? Or, was it a sop by a Laborite? I rejected that suggestion. Had I not proven myself – not once, but twice?
In the meantime, No.1 on the promotion list became Branch Head. I, as No.2, was ignored. A few ranked below me were sequentially promoted; and I had to work under them. With one exception, I experienced petty discrimination, and was moved frequently, with a new job each year. It was made clear, with not much subtlety, that I was not one of them. I suspected that I was expected to crack under persistent pressure.
Yet, I was untouchable, indestructible. The Chairman of the National Ethnic Affairs Advisory Council, Emeritus Prof. George Zubrzycki, had already commended me for the depth of my work and my speed of report. A few members of that Council, plus a few other ethnic community leaders in the relevant State, then supported my application for the position of Chairman of the Ethnic Community Council of South Australia and, later, of Western Australia. The pay was the same. For the record, parochialism prevailed in both States; and a new position of Deputy Chairman was then created in each State.
Ironically, because I had been sequentially responsible for all the migrant settlement (or integration) policies, I was able, after retirement, to write (with a prior prod from the spirit realm), about the great value of these policies. Emeritus Prof. George Zubrzycki was a leading supporter of the first 2 of my books. He died soon after. He had also written to me to say that he agreed with all that I had written in ‘Destiny Will Out’ – my first book – except on voluntary euthanasia. No devout Roman Catholic could support that policy of compassion.
In areas of social policy, Mass (even with limited attendance) has strong gravitational pull in Australia. Papal Bull rules! Just look at the controllers in federal Parliament.