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
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- Currying Favor
- The behavior of the office kiss-up drives many people bats. It's more than annoying, though —
it does real harm to the organization. What is the behavior?
- Communication Traps for Virtual Teams: I
- Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges
do they face, and what can we do about them?
- Ground Level Sources of Scope Creep
- We usually think of scope creep as having been induced by managerial decisions. And most often, it probably
is. But most project team members — and others as well — can contribute to the problem.
- Failure Foreordained
- Performance Improvement Plans help supervisors guide their subordinates toward improved performance.
But they can also be used to develop documentation to support termination. How can subordinates tell
whether a PIP is a real opportunity to improve?
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreniyLLmXJXPGIQEbaZner@ChacpVjdWPDaNhniRUHkoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.