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.
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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More articles on Workplace Politics:
- 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.
- How to Create Distrust
- A trusting environment is critical to high performance. That's why it's important to recognize behaviors
that erode trust in others. Here's a little catalog of methods people use — intentionally or not
— to create distrust.
- Some Hazards of Skip-Level Interviews: III
- Skip-level interviews — dialogs between a subordinate and the subordinate's supervisor's supervisor
— can be hazardous. Here's Part III of a little catalog of the hazards, emphasizing subordinate-initiated
- 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?
- Grace Under Fire: I
- If you're ever in a tight spot in a meeting, one in which you must defend your actions or past decisions,
the soundness of your arguments can matter less than your demeanor. What can you do when someone intends
to make you "lose it?"
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenVSTuFCenMgMostNener@ChacOFAvDpEDHTJxiDneoCanyon.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.