Downsizing, reorganization, and new lean-and-mean policies haven't made your job intolerable — you are, after all, tolerating it — but you're hanging on by your fingernails.
You're so unhappy that if you could find a way to leave, you would. You've tried looking around, but economic conditions just aren't improving fast enough to have made enough of a difference.
So there you are. Stuck. For now, anyway. Monday mornings are the worst part. Except for Tuesday, and all the others. How will you ever find a way to keep sane until you can eject?
Here are some suggestions for finding ways to cope until you can find something you truly love…or something that at least doesn't hurt so much.
- Check your assessment of conditions
- Yes, economic conditions do seem bleak, but be alert to changes. Strive to be the first to recognize the opportunity to make a new start somewhere else.
- Reframe the trap as a choice
- For most of us, the feeling of being trapped makes almost any job intolerable. But are you really trapped? Or are you choosing not to quit because you don't want to be unemployed? It's not a very attractive choice, I admit, but it is definitely a choice. By deciding to stay in a job you dislike, you've taken the best choice, and you don't like it much, but you aren't trapped.
- Use the time machine
- Step into the time machine. Travel to three years from now, and look back on what you did now. You waited until you could discover the right opportunity, or at least, a "right enough" opportunity. You didn't burn bridges. For most of us, the feeling of
being trapped makes almost
any job intolerableYou didn't alienate colleagues, or your boss. You did your best to perform to your highest standard. It was difficult, but looking back on it from three years into the future, it was the right thing to do. You eventually found a job you love.
- Make your job more fun
- Solve this problem: How can I make my job more fun? Music? Bring your MP3 player to work. More work you like and less work you don't? Maybe your boss can help with that. Tired of travel? Maybe you can make the travel you have more fun.
- Trouble with someone in particular?
- A boss, a rival, a co-worker, whoever it is, there's usually something you can do to make the trouble a little less troublesome. Get a coach, find a counselor. View the trouble as a chance to learn how to deal with trouble.
Most important, recognize that for now, this is the only job. It's the one you have. Almost certainly there are some good things about it. Remind yourself what those good things are, and keep them in the center of your attention. Then do great work. Top Next Issue
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
- Email Antics: II
- Nearly everyone complains that email is a time waster. Yet much of the problem results from our own
actions. Here's Part II of a little catalog of things we do that help waste our time.
- Working Lunches
- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good
idea, but there are some hidden costs.
- How we deal with adversity can make the difference between happiness and something else. And how we
deal with adversity depends on how we see it.
- The Perils of Piecemeal Analysis: Content
- A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion,
the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads
us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.
- The Tyranny of Singular Nouns
- When groups try to reach decisions, and the issue in question has a name that suggests a unitary concept,
such as "policy," they sometimes collectively assume that they're required to find a one-size-fits-all
solution. This assumption leads to poor decisions when one-size-fits-all isn't actually required.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAGiWucDJsnwHPFFaner@ChacsMPJmVvoQeEhxJfnoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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.