Let's say, hypothetically, that your latest project has just crashed in flames because your boss forgot to sign off on the extension for the 15 contractors who were staffing it, and they got reassigned. You can get them back in three weeks, but you'll never meet the deadline now. You've just about had it, and you've decided that your boss is totally incompetent.
Maybe. Maybe not.
All you really know is that your boss's performance has been pretty dismal. Incompetence is just one possible explanation. For instance, your boss might be distracted by problems at home — a sick parent or child, a death, a troubled marriage, substance abuse, or identity theft, to name just a few possibilities.
As subordinates, we rarely have enough data to support any diagnosis of the causes of our bosses' poor performance. Without such data, attributing the cause of the problem to someone's character or lack of talent could be an example of a common mistake called the Fundamental Attribution Error.
A more constructive approach focuses on dealing with the consequences of your boss's performance. Here are some insights and steps you can take that might make your life better despite the situation.
- Worry is not a strategy
- Some very popular but ineffective tactics include stewing about the situation, griping with co-workers, or carrying the problem home to those you love.
- While these choices provide emotional support, they aren't likely to solve the problem. Search for something that can lead to a positive outcome.
- Recognize that your organization tolerates substandard performance
- Probably you've encountered substandard performance elsewhere in the organization, but it didn't bother you because you were less directly affected.
- Since you'll probably bump into substandard performance again, transferring to some other part of the organization is a questionable strategy.
- Fish or cut bait
- As subordinates, we rarely
have enough data to support
any diagnosis of the causes of
our bosses' poor performance - If you're considering a move, make a decision. Move or don't move, but make a decision.
- Sometimes decisions are difficult. Figure out how much time you need. Delaying beyond that is probably a symptom of avoidance rather than evidence of difficulty.
- Embrace your choice
- If you decide to leave, make leaving a priority. Conduct a disciplined job search, the way you would if you lost your job.
- If you decide to stay, commit to staying. Formulate strategies and tactics for safeguarding your career and maintaining your happiness despite your boss's performance.
- Plan for Reality
- When you estimate effort and duration for task assignments, allow for your boss's performance. Scale back expectations of the capability you can deliver.
- You can avoid frustration by anticipating trouble. To some this will feel like giving up, but it's just accepting Reality. Manage the risk.
Your boss's poor performance is your boss's problem. What it does to you is your problem. You'll probably do better if you work your own problem. 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
For more on distinguishing which issues are yours and which issues belong to others, see "Stay in Your Own Hula Hoop," Point Lookout for June 27, 2001.
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Related articles
More articles on Workplace Politics:
- The Advantages of Political Attack: III
- In workplace politics, attackers have significant advantages that explain, in part, their surprising
success rate. In this third part of our series on political attacks, we examine the psychological advantages
of attackers.
- What Insubordinate Nonsubordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
- Anticipate Counter-Communication
- Effective communication enables two parties to collaborate. Counter-communication is information provided
by a third party that contradicts the basis of agreements or undermines that collaboration.
- Recapping One-on-One Meetings
- Some short one-on-one meetings produce important decisions without third-party witnesses. Instead of
relying on fickle memory to capture these results, send a recap by email immediately afterwards. Recaps
improve decisions and make them more durable.
See also Workplace Politics and Workplace Politics for more related articles.
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- And on September 11: Beating the Layoffs: II
- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.
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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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group