Last time (see "How to Stop Being Overworked: I," Point Lookout for October 12, 2011), we examined strategies for controlling overwork when the cause is our own behavior. In many cases, though, the cause is a supervisor's abusive behavior. Let's now examine what can be done in such instances.
- Know how to identify abusive overloading
- Abusive overloading can be general or specific. When it's general, everyone within the abuser's span of control is subject to overwork. When it's specific — aimed at an individual or individuals — it might be bullying, or possibly a tactic of discrimination or harassment.
- In either case, the abuser is usually aware that people are overworked, and might even acknowledge it. Some experience a feeling of elation or joy when the people overworked complain, falter, or show signs of stress. Or they might express perverse pride in the group's productivity, especially when there has been obvious personal sacrifice.
- Know the policies and procedures of your employer
- Your employer or union undoubtedly has policies and procedures pertaining to expected work hours. Learn what they are. Learn how to file grievances. Unfortunately, in most jurisdictions and for most employees, there is little legal protection against abusive supervisors, unless the employee is a member of a protected class, which is a legal term that describes factors that cannot be targeted for discrimination or harassment. The factors include race, sex, national origin, religion, and the like, but in many jurisdictions, you might not belong to a legally protected class.
- Even if you do, before filing a grievance, be certain that there is protection from retaliation. The best measure of protection is past behavior. If there has been retaliation against others who have filed grievances, then think twice.
- Know your own role
- It's possible that you yourself are playing a role in the abuse, especially if the pattern has persisted over time. For example, never having investigated how to use the formal grievance process, even on an anonymous basis, could be an indicator that you have done nothing about the situation. Ask yourself, "Have I let opportunities to invoke higher authority go by?"
- If you It's possible that you yourself
are playing a role in the abuse,
especially if the pattern
has persisted over timecan reasonably conclude that you've been at least passively complicit in the abuse pattern, the next questions are even more difficult. They pertain to your motives, and what you've gained from the pattern of severe overwork. For instance, excessive hours at work can provide a haven from unhappiness, emptiness, or other troubles in your personal life. Investigating this side of things on your own is possible, but it can be challenging unless you have the aid of a counseling professional.
Always keep in mind that internal transfer or changing jobs may be the best — or least bad — options. No matter how depressed the economic environment, if you make the right changes, a change in job can be the path from overwork to a fuller, richer life. First in this series Top Next Issue
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More articles on Workplace Politics:
- Knife-Edge Performers
- Some employees deliver performance episodically, while some deliver steady, but barely adequate performance.
Either way, they keep their managers drained and anxious, on the "knife edge" of terminating
them. How can you detect knife-edge performers, and what can you do about them?
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather,
they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's
political agenda. Here's part one a catalog of some favorite tactics.
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- Active Deceptions at Work
- Among the vast family of workplace deceptions, those that involve presenting fiction as reality are
among the most exasperating, because we sometimes feel fooled or gullible. Lies are the simplest example
of this type, but there are others, and some are fiendishly clever.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.