Monthly Archives: March 2013

#91 Why is it so difficult?

Send to Kindle

It is an understatement to say getting things done in the workplace is difficult. Getting things done is often akin to climbing the side of a cliff with just our hands, and no rope. When faced by seemingly insurmountable obstacles, your choices are:

  • Put up a fight. Someone is out to “get you” and you should not have to put up with it.
  • Ignore the problem, just keep doing your work. After all, if you don’t feed the problem, maybe it will starve to death. Your challenge here will be to not become passive aggressive.
  • Accept the problem with equanimity. You accept the lack of control and the need to relentlessly look for a way forward. You are doing your duty, and must keep doing it.
  • Change your job. Your current job is so dysfunctional, you’ve tried everything you can, life is too short, you decide to start over elsewhere. Then you realize it is the same everywhere.

It comes down to how many “difficult” problems you are facing and which ones are important. Assuming you have identified the critical ones, the follow up question is, do you have the skills and executive presence to deal with the problem? If you don’t have the skills, you can either change the problems you need to deal with, in your current or new job, or acquire the skills in your current job or in a new job.

This sounds well and good, but we all know how difficult it is. Don’t worry, misery loves company, and you have a lot of company! The trick is to stop being miserable and learn how to deal with difficult situations.

Share

#90 Keep looking (or not?)

Send to Kindle

You look far and wide for the right person to fill a role. Then you find the person! He or she turns out to be perfect. He or she has the skills to do the job, and a huge vacuum created by a skill gap has been filled.

Then reality sets in. You discover flaws and weaknesses. Glaring ones. You realize the reason you found this “perfect” person is because the previous employer could not stand their weaknesses and shortcomings. And you realize your nerves can’t take it any more.

Do you have the Hobson’s choice of keeping the person or replacing the person? Before you trap yourself in that line of thinking, ask some other questions:

  • What exactly is the problem? Is it a performance problem? Is it a behavior problem?
  • Is the person not measuring up to the job requirements? Are these your standards or an unbiased, rational set of job requirements?
  • Does the person have the drive and motive to improve?
  • Do they embrace feedback and make the effort to change? Then do they actually change? (Making the effort and not changing gets pretty old, pretty fast).
  • Is the skill that you need to meet business goals hard to find? Is it too much to ask for you to adapt to this person’s style and personality?
  • Does the person have long term potential? This is subjective, but you’ll have to make the call anyway.

Let the answers guide your choice. Please let us know the questions that have worked for you in the comments section of this blog.

Here is a horrifying thought for you. What if you are the person your boss can’t stand, but you don’t get the feedback? What if you are being merely tolerated by your boss, and the answers to the above question did not justify any investment in your career?

What you do will vary for each of you. The most important guidance is: don’t get paranoid, try to get the facts and perceptions before you take any action.

Share