Chapter 1: The Myth of Multitasking

The idea of multitasking has been largely discredited, yet Glenda believes that the issues with this approach should have been evident to everyone. It reminds her of the fleeting trends like the cold shower challenge, bullet journaling, or the Eisenhower box method—popular productivity hacks that faded into obscurity after a brief moment of fame. While multitasking managed to linger longer than most, thankfully, it seems to be losing its grip. There are still some staunch supporters, but as long as the open office concept doesn’t spread to Bellwether HQ, she feels at ease.

In Glenda's view, one major drawback of multitasking is that focusing on a single task reduces the chances of overlooking something important. Measuring productivity can be tricky without a stopwatch, but anyone could dissect this argument. Relatedly, Glenda prefers having a detailed list of tasks, even for activities she could execute on autopilot. It’s incredible how, after doing the same tasks daily for three years, one can suddenly blank on a particular step. However, having a Word document that outlines every step allows her to switch back and forth seamlessly, ensuring nothing slips through the cracks.

Moreover, maintaining a checklist helps to keep her mind from drifting—a constant struggle. Fortunately, the daily chaos, whether from physical or digital sources, often pulls her focus back. For instance, an “invoice” from Arcadia arrived one week, simply a half sheet of yellow legal paper with a hastily scribbled vendor name. Glenda made sure to log it, just like she did with a parking ticket from Long Beach, CA, which someone paid with the store’s checkbook.

Despite ongoing efforts, the number of checks processed at the store continues to rise, following brief moments when Reece attempts to rein in the spending. Glenda is tasked with sending out a revised list of a few approved vendors, which has dwindled to just three longstanding ones requiring cash on delivery. At least it serves as a reminder of past struggles, as the initial drop in checks is followed by an uptick, leading to instances where someone tries to charge their personal parking ticket—seven dollars—to the store.

Eventually, one must accept that certain employees are determined to pursue their own paths, despite repeated attempts to steer them in the right direction. If they choose to ignore the guidance and only hinder their own progress, then so be it. This situation mirrors the monthly expense reports she receives from key individuals. Although Rob has instructed her to flag anything suspicious, it’s almost comical to think anything would qualify. For instance, store managers all have brand new iPhones, courtesy of the company, for which they cover the monthly bills.

Chapter 2: The Slingshot System and Its Challenges

Interestingly, many of these individuals act like technophobes when asked to keep up with emails or other digital responsibilities. It's ironic; they possess the latest technology but often resist engaging with it. Meanwhile, the rest of the staff manages with outdated devices, all while being encouraged to check emails even off the clock.

Now that the stores have transitioned from the Orchestra system to Slingshot, the environment has only become more chaotic. Edgar is right in noting the sheer volume of disarray for just a few stores. This is typical for smaller operations, yet it feels especially frustrating here. Glenda observes a stark contrast between her chaotic workplace and the parent company, which operates with professionalism and efficiency. It's perplexing that they tolerate such erratic behavior from The Little Hippie That Could, Beatrice Locke’s long-abandoned project.

Stuck in a precarious middle ground, the chaos might be more manageable if they operated just one store. With only three stores, they are burdened by the habits of long-standing employees who feel entitled to continue their old ways. The situation is exacerbated by newcomers like Vince Brancatto, who leans on outdated industry connections to assert unwarranted influence.

This scenario is expected, albeit painful. However, Glenda finds it utterly ridiculous that some individuals are held to high standards at Bellwether but are met with leniency at the Wholesome Healthy Hippie Shopper Market. Take Felix, for instance—a nice guy, but not a particularly effective one. Since the transition to Slingshot, integrating with Great Plains was supposed to streamline operations, yet Felix has been slow to address this issue. His constant refrain of "I’m working on it" is beginning to sound hollow, and Glenda suspects he might be out of his depth. Such an excuse would never be acceptable for a Bellwether project.

Despite the challenges, Glenda is not dissatisfied with her job. It would be simpler to continue processing invoices as before, charging them to whichever department they were assigned. The issue is that the coding on these invoices has become increasingly erratic. Edgar no longer needs to meticulously verify each invoice, as the new system automatically sorts items by department during shipment check-ins.

However, this has led to confusion, as many employees now stamp invoices with arbitrary department names, submitting them without verification. This system should eliminate the need for oversight, but not everyone adheres to the new process. Some even create fictitious departments—like “Herbal Classes”—and half the employees get away with it because their managers allow it. They mistakenly believe that resisting the new system will lead to its dissolution.