Most complaints about bosses' communication styles are about those who communicate too little. There are a few, though, who just want to gab. They don't have anything to say, they just gab. It's a serious problem for your boss, but you don't have to let it become a problem for you.
Here are some insights and tips to limit the impact of this problem on your own performance.
- Direct or indirect requests probably won't work
- Since your boss is out of bounds, direct requests that the gabbing stop will likely be experienced as criticism or attack. A defensive response or even retribution are probable outcomes. Hinting is dangerous for the same reason, but since hints are less clear, the message is also less likely to arrive.
- Your boss hasn't asked for your help
- Refrain from providing "feedback" or "advice" unless you're asked. Not only is it risky when your boss is involved, but it rarely works unless the person in question asks for it.
- The problem might be only temporary
- If, in your workplace, actual job performance and performance evaluation are correlated, your boss is probably in trouble. Habitually spending so much time so unproductively can't help. If you can wait long enough, the problem will go away, because you'll have a new boss.
- Notice patterns
- Offering feedback rarely works,
because your boss hasn't
asked you for help
- Is there a time of day when you're more likely to be targeted? If so, be sure to be somewhere else if you can. If you can't see a pattern, keep a log — you'll know for sure after a few weeks.
- Exploit meeting scheduling software
- Look up your boss's schedule, and plan to be somewhere else when he or she is free. Schedule meetings for those times, or work in a conference room if you can.
- Exploit flextime and telecommuting
- Consider time-shifting your hours. If your boss is a morning person, arrive later. If you can telecommute on some days, do. If asked why you suddenly changed your schedule, say something about "so many interruptions." Keep it impersonal.
- Sign a mutual assistance treaty
- If others are also affected by your boss's chat habit, make a pact with someone else: if you see your boss chatting with your pal, put in a phone call to break up the conversation. Have your pal do the same for you.
If all else fails, pick up your coffee cup and say, "I need some more coffee." Stand, take a step, turn back, and say, "Join me?" Most people will leave your office with you — few will accompany you to the coffee station. If he or she does tag along, continue the conversation, lingering in a public place — don't return to your office. That will usually force a quick end, and you can get back to work.
For more about feedback, see "Feedback Fumbles," Point Lookout for April 2, 2003.
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:
- Devious Political Tactics: Divide and Conquer, Part II
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of
- Obstructionist Tactics: I
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. What tactics
do obstructors use?
- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they
won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
- The Perils of Novel Argument
- When people use novel or sophisticated arguments to influence others, the people they're trying to influence
are sometimes subject to cognitive biases triggered by the nature of the argument. This puts them at
a disadvantage relative to the influencer. How does this happen?
- Just Make It Happen
- Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen."
We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated
by ambition or ignorance — or both.
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengmejrTTFLLRnqdIrner@ChacjSQKJjjVpcPQkMxhoCanyon.com or (650) 787-6475, 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.
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.