7 Signs You're in Over Your Head
By Steve Tobak | January 21, 2011
Nobody wants to believe they’re the problem. Why that is, I don’t know. But it’s far and away the stickiest issue that plagues organizations big and small. That’s why it keeps coming up again and again here.
In last year’s most clicked post - 7 Signs You May Be a Bad Manager - we talked about how most bad managers aren’t consciously aware that they are bad managers. That was news to a lot of people.
It seems that, while we talk about denial all the time, we don’t really understand what it means: that, on some level, we are aware of our behavior and our issues; we’re just not consciously aware. That requires a measure of self-awareness few of us possess.
As I alluded to at the time, this phenomenon isn’t at all limited to bosses, but applies to executives, managers, employees too. What that means is that, no matter who you are or what you do, you can be in over your head and not realize it.
As we all know, realizing a problem is the first step to resolving it. But, for those of you who still aren’t convinced that knowing the truth about your level of competency is a good thing, here’s a different way to say it: If you bury your head in the sand, you’ll likely suffocate. How’s that for motivation?
So pay attention to these 7 Signs You’re in Over Your Head
1. You’re more anxious and stressed-out than usual. Why is that a sign? Because, on some level, you’re aware that you’re in over your head and the disconnect between that awareness and the lie you keep consciously telling yourself - and others, in all likelihood - is causing you great anxiety and stress.
2. Goals you thought were reasonable now seem insurmountable. Congratulations, you’ve fallen victim to one of the most common pitfalls in the working world: pedestal thinking. Don’t feel too bad, it’s just god’s sick little gift to overachievers. Just remember that the next time your ego wants to write a check that your capability can’t cash.
3. You’re feeling depressed when you should be feeling fine. You’ve been given a chance, an opportunity to prove yourself, maybe even a promotion. You should be on top of the world … but you’re not. Again, that’s the disconnect talking. And maybe, just maybe, you can’t help but wonder if you haven’t been given just enough rope to hang yourself with.
4. Your schedule is constantly slipping. Maybe your budget, headcount, and capital requirements, too. If it’s not one thing, it’s another. And management’s starting to get really tired of it. Every time they ask, “Is that going to do it,” you say “Absolutely.” But you have no idea if that’s true or not. Dangerous game to play.
5. I can do this has turned into I’m going to do this if it kills me. Well, it probably won’t kill you, but it might set your career back a bit or even get you fired. The point is that there are diminishing returns when it comes to being so driven that you push yourself to do things you’re either not ready for or are not capable of doing. And frankly, nobody wins when you do that. Nobody.
6. You find yourself working even when you’re not … and shouldn’t be. You find yourself thinking about work at all times of the day and night? While you’re eating, sleeping, on weekends, even during sex? Working longer and longer hours but coming home with less and less accomplished? Yup, that’s a sign alright. Been there many times.
7. You’re screwing up … and you’re not a screw up. I know it sounds sort of obvious, but I can remember times when I made excuses for errors in judgment that I probably wouldn’t have made if I wasn’t stretched so thin or pushing the envelope. Why did I do that? I guess I’m not the sort of guy who gives up easily. But again, there comes a point when that can actually work against you.
Once you’ve recognized that you’re in over your head, what do you do about it? In a nutshell, it’s always a good idea to be honest with yourself and face the fact that maybe you need to get some help, i.e. fess up to your boss, ask for more time and resources, that sort of thing.
If you’re a young up-and-comer who’s just pushing the envelope, i.e. no pain no gain, I’d give you a pass for sticking your neck out and taking risks, as long as you learn from the experience and don’t make it a regular thing.
If this is chronic with you, then there’s a distinct possibility that you’ve risen to your level of incompetence, i.e. the Peter Principle. In that case, you might want to read What’s the One Thing Limiting Your Success? and deal with it.
MY THOUGHTS
this can happen. absolutely. you're not good. you're very,very good. in fact, you're excellent. all you past performances can back that up. so, here you are. in a new post. a new assignment. and you just can't hack it. believe, the signs outlined in this article? these are killers. and the more you postpone getting help, the risk that you're setting yourself up for failure gets higher and higher.
Showing posts with label job satisfaction. Show all posts
Showing posts with label job satisfaction. Show all posts
Thursday, January 27, 2011
Tuesday, January 25, 2011
Win Over Your Boss
How to Win Over Your Boss
By Steve Tobak | January 20, 2011
In Getting a New Boss? Interview Again for Your Job, career coach Priscilla Claman outlines three steps to get yourself “rehired,” as she calls it. Since BNET blogger Sean Silverthorne called her advice “absolutely brilliant,” I thought I’d check out the three steps:
1. Update your resume.
2. Set up a meeting.
3. Present yourself.
Now, I happen to think that this sort of “me-centric” approach can easily backfire. But, the original post does have some decent points and Claman herself has a disclaimer at the end, “I find that the higher up you are, the less successful the “rehiring” method is.”
In any case, if your boss isn’t behind you 100 percent, it can make your life miserable. Believe it or not, you can win him over just by asking a few questions that show him you “get it” and are management or senior management material. Whether he’s newly promoted, newly hired, the result of a merger or acquisition, or has been your boss forever, here are:
10 Simple Questions That Will Win Over Your Boss
1. Ask what he thinks you can do to be more effective.
2. Ask what her top three priorities or goals are.
3. Ask what you can do to make him more effective.
4. Ask what you can do to make the team more effective.
5. Ask if he’s interested in knowing what will make your job easier.
6. Ask what her take is on the company’s top priorities and goals.
7. Ask what he thinks you should do differently or improve upon to be more effective.
8. Ask if she’d like to meet periodically, one-on-one, and if so, how frequently and what format would she like the meeting to take. Then set it up.
9. Ask what his philosophy is on your shared functional responsibility, whatever that is, i.e. marketing, HR, IT, engineering, finance.
10. And, if the meeting’s open-form and you feel it’s appropriate, ask about her background. Most people like to talk about themselves and how they got there, as long as they don’t feel like they’re being grilled, pumped for information, or played in some way.
In case it isn’t obvious, you don’t just plop down in your boss’s office with a notepad and start an inquisition. Ask for a one-on-one meeting because you’d like to know what you can do to be more effective and help him be more effective, wherein you ask a few questions, as appropriate, etc.
And, contrary to the aforementioned HBR advice, do not tell her about your role and your team. Instead, ask if she’d like to hear your perspective on your and your team’s role. If she says, “absolutely,” then set it up. But I still say it’s better to ask for her perspective on your and your team’s role. Get the difference?
And whatever you do, don’t present yourself, your resume, or your achievements either. Frankly, your boss, new or old, isn’t primarily interested in any of that stuff. He’s primarily interested in meeting his objectives and helping his boss meet hers.
The closer you come to demonstrating that that’s your priority as well, the sooner you’ll win him over because you “get it.” And the sooner you’ll be viewed as management or senior management material.
MY THOUGHTS
hmmm. food for thought. calls for some heavy thinking. i remember asking a new boss what my job description was. he said - "NONE". i wanted to resign right then and there. i stayed. wise decision. he said he didn't want to limit what i can do by having a list of tasks. i figured, from where he's from, the term "perform other tasks that may be assigned" does not appear in JDs. demanding as he was, he was also very wise. true enough, my stint with him proved to be very rewarding. there was no limit to what he wanted to achieve. i worked along side him. in other words, i won him over. and he won me over,too.
By Steve Tobak | January 20, 2011
In Getting a New Boss? Interview Again for Your Job, career coach Priscilla Claman outlines three steps to get yourself “rehired,” as she calls it. Since BNET blogger Sean Silverthorne called her advice “absolutely brilliant,” I thought I’d check out the three steps:
1. Update your resume.
2. Set up a meeting.
3. Present yourself.
Now, I happen to think that this sort of “me-centric” approach can easily backfire. But, the original post does have some decent points and Claman herself has a disclaimer at the end, “I find that the higher up you are, the less successful the “rehiring” method is.”
In any case, if your boss isn’t behind you 100 percent, it can make your life miserable. Believe it or not, you can win him over just by asking a few questions that show him you “get it” and are management or senior management material. Whether he’s newly promoted, newly hired, the result of a merger or acquisition, or has been your boss forever, here are:
10 Simple Questions That Will Win Over Your Boss
1. Ask what he thinks you can do to be more effective.
2. Ask what her top three priorities or goals are.
3. Ask what you can do to make him more effective.
4. Ask what you can do to make the team more effective.
5. Ask if he’s interested in knowing what will make your job easier.
6. Ask what her take is on the company’s top priorities and goals.
7. Ask what he thinks you should do differently or improve upon to be more effective.
8. Ask if she’d like to meet periodically, one-on-one, and if so, how frequently and what format would she like the meeting to take. Then set it up.
9. Ask what his philosophy is on your shared functional responsibility, whatever that is, i.e. marketing, HR, IT, engineering, finance.
10. And, if the meeting’s open-form and you feel it’s appropriate, ask about her background. Most people like to talk about themselves and how they got there, as long as they don’t feel like they’re being grilled, pumped for information, or played in some way.
In case it isn’t obvious, you don’t just plop down in your boss’s office with a notepad and start an inquisition. Ask for a one-on-one meeting because you’d like to know what you can do to be more effective and help him be more effective, wherein you ask a few questions, as appropriate, etc.
And, contrary to the aforementioned HBR advice, do not tell her about your role and your team. Instead, ask if she’d like to hear your perspective on your and your team’s role. If she says, “absolutely,” then set it up. But I still say it’s better to ask for her perspective on your and your team’s role. Get the difference?
And whatever you do, don’t present yourself, your resume, or your achievements either. Frankly, your boss, new or old, isn’t primarily interested in any of that stuff. He’s primarily interested in meeting his objectives and helping his boss meet hers.
The closer you come to demonstrating that that’s your priority as well, the sooner you’ll win him over because you “get it.” And the sooner you’ll be viewed as management or senior management material.
MY THOUGHTS
hmmm. food for thought. calls for some heavy thinking. i remember asking a new boss what my job description was. he said - "NONE". i wanted to resign right then and there. i stayed. wise decision. he said he didn't want to limit what i can do by having a list of tasks. i figured, from where he's from, the term "perform other tasks that may be assigned" does not appear in JDs. demanding as he was, he was also very wise. true enough, my stint with him proved to be very rewarding. there was no limit to what he wanted to achieve. i worked along side him. in other words, i won him over. and he won me over,too.
Friday, November 12, 2010
Turn Enemy to a Friend to Lessen Workplace Stress
How to Turn Your Office Enemy into an Ally
By Margaret Heffernan | August 26, 2010
Being professional at work implies not letting personal likes and dislikes enter into our relationships with co-workers. It’s a high ideal that can be hard to achieve, especially when you encounter the colleague who, quite simply, just doesn’t like you.
That’s the situation a fine executive at GE encountered some years ago. For obvious reasons, she will remain anonymous -– but you can trust me, it’s a true story.
Carol, let’s call her, joined a new division and, being smart and experienced, dared to make a comment at her first meeting. “I disagreed with a comment one of my colleagues made about a strategic issue,” she told me. “After the meeting was over, he said, ‘Carol, don’t you know you’re just the cunt at the table? No one cares what you think.’”
What’s impressive is the way Carol responded. “I wanted to scream, but I didn’t. And I didn’t run around telling everyone what he said, even though I really wanted to. I knew he would use every opportunity he could to disparage me, sabotage me and hurt my credibility. Instead, when he made good suggestions in other meetings, I endorsed them. If my department was doing something that helped his, I let him know. And if I disagreed with him, I let him know that, too. Gradually he saw I was really good at what I did. He saw that my department could make him look good. He became an ally.”
“A few years later, he left to become president of another company. He called to ask me to be his COO. And no, I didn’t consider it for a moment.”
What’s impressive about Carol’s story is that she was able to see that the wasn’t about her; it was about her colleague. And while he might not always be professional, she always was. In other words, she seized the moral high ground and held it.
This is very tough to do. But it’s essential. You will, at some point in your , encounter someone who just doesn’t like you -– because you’re male, female, short, tall, fat, skinny or because you remind them of a former failed relationship. You won’t be able to change whatever history has formed their impression. What you can do is determine the level of your response.
“It’s really important to recognize that insulting, degrading, ridiculous comments aren’t about you -– they’re about the person saying them,” Carol explains. “Don’t take the remarks personally but do take them seriously, because you need to know what’s really going on.”
Encounters like Carol’s occur at every level in an organization, from the print room to the C suite. You can’t stop them happening; all you can influence is your own response.
MY THOUGHTS
if the workplace is full of machines and not people,i doubt there would be a term as 'workplace stress. but the minute you enter into an office, you encounter a guard, a receptionist, HR people who will provide you with orientation. there won't be a day in your work life when you will just sit in front of your laptop and not deal with people. you're in front of your laptop because you're dealing with email. and your emailing people. so, this article is such a welcome reminder. when i encounter difficult co-workers. the real ____holes. i pray.i pray for guidance.i pray that God will help me turn this enemy into a teammate. better yet,a friend.my best friends are still those i have formed bonds with while at work. some of these friendships started out badly. and i don't mind having more friends. even if you don't even want to hear this person's name in the beginning.
By Margaret Heffernan | August 26, 2010
Being professional at work implies not letting personal likes and dislikes enter into our relationships with co-workers. It’s a high ideal that can be hard to achieve, especially when you encounter the colleague who, quite simply, just doesn’t like you.
That’s the situation a fine executive at GE encountered some years ago. For obvious reasons, she will remain anonymous -– but you can trust me, it’s a true story.
Carol, let’s call her, joined a new division and, being smart and experienced, dared to make a comment at her first meeting. “I disagreed with a comment one of my colleagues made about a strategic issue,” she told me. “After the meeting was over, he said, ‘Carol, don’t you know you’re just the cunt at the table? No one cares what you think.’”
What’s impressive is the way Carol responded. “I wanted to scream, but I didn’t. And I didn’t run around telling everyone what he said, even though I really wanted to. I knew he would use every opportunity he could to disparage me, sabotage me and hurt my credibility. Instead, when he made good suggestions in other meetings, I endorsed them. If my department was doing something that helped his, I let him know. And if I disagreed with him, I let him know that, too. Gradually he saw I was really good at what I did. He saw that my department could make him look good. He became an ally.”
“A few years later, he left to become president of another company. He called to ask me to be his COO. And no, I didn’t consider it for a moment.”
What’s impressive about Carol’s story is that she was able to see that the wasn’t about her; it was about her colleague. And while he might not always be professional, she always was. In other words, she seized the moral high ground and held it.
This is very tough to do. But it’s essential. You will, at some point in your , encounter someone who just doesn’t like you -– because you’re male, female, short, tall, fat, skinny or because you remind them of a former failed relationship. You won’t be able to change whatever history has formed their impression. What you can do is determine the level of your response.
“It’s really important to recognize that insulting, degrading, ridiculous comments aren’t about you -– they’re about the person saying them,” Carol explains. “Don’t take the remarks personally but do take them seriously, because you need to know what’s really going on.”
Encounters like Carol’s occur at every level in an organization, from the print room to the C suite. You can’t stop them happening; all you can influence is your own response.
MY THOUGHTS
if the workplace is full of machines and not people,i doubt there would be a term as 'workplace stress. but the minute you enter into an office, you encounter a guard, a receptionist, HR people who will provide you with orientation. there won't be a day in your work life when you will just sit in front of your laptop and not deal with people. you're in front of your laptop because you're dealing with email. and your emailing people. so, this article is such a welcome reminder. when i encounter difficult co-workers. the real ____holes. i pray.i pray for guidance.i pray that God will help me turn this enemy into a teammate. better yet,a friend.my best friends are still those i have formed bonds with while at work. some of these friendships started out badly. and i don't mind having more friends. even if you don't even want to hear this person's name in the beginning.
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