Having too much work is a common condition in the modern workplace. Having way, way, way too much work — so much that 70-hour weeks still are not enough to keep from falling behind — is less common, but still too common. Combine way-way-way-too-much-work with ongoing supervisor expectations that the work will get done, and done well, and you have the ingredients for stress, sleep disturbance, declining work quality, toxic conflict, and disruption of home life. It's a toxic stew that can cause permanent harm.
We must be honest with ourselves. This degree of overwork is abuse. It threatens our health, and it must end.
What follows, this week and the two following, is a sketch of a program for ending this kind of abuse.
Let's begin by examining where the work comes from.
- The work is included in or implied by my job description
- Work of this kind truly is yours. The question is: "Does the organization need another one of you?" Or maybe, "Should my job be divided?"
- Affirmative answers to these questions usually occur only when the situation is obvious to all concerned, whether or not anyone acknowledges it openly.
- My boss explicitly directed me to do the work
- Typically, you were already overloaded when your boss gave you yet one more responsibility. And you accepted it because you felt you had little choice.
- Some supervisors are unaware of the true scale of the excessive workloads of their subordinates. Some are fully aware, but choose to do nothing about it. Some are willfully unaware. Understanding your own supervisor's state of awareness is a first step to devising a strategy for ending the overwork.
- I picked up this work because "it has to get done"
- Sometimes, important responsibilities or tasks remain unassigned or even unrecognized. When they remain open, they sometimes block progress on work that has been assigned. The people who are blocked can then find it difficult to resist the temptation to take on responsibility for this "fallow work."
- If you've succumbed to this temptation, then you have, in effect, assigned yourself some work voluntarily. Complaining about it later then becomes problematic.
- I picked up this work to prevent someone else from getting it
- Political Some supervisors are unaware
of the true scale of the
excessive workloads of their
subordinates. Others are
willfully unaware.rivals sometimes contend with each other for responsibilities not because they seek those responsibilities, but because they seek to deny their rivals control of those responsibilities.
- Outcomes in these situations are rarely beneficial to anyone involved, or to the organization. Yet supervisors often let this happen, because they feel they're getting productivity for free. Or they're more comfortable permitting people to overload themselves voluntarily than they are comfortable with overloading people directly.
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:
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here are some of the best worst practices.
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- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- 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
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- Unethical Coordination
- When an internal department or an external vendor is charged with managing information about a large
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What's the nature of that conflict, and what ethical breaches can occur?
Forthcoming issues of Point Lookout
- Coming August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
- And on September 4: How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message. Available here and by RSS on September 4.
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- The Race to the South Pole: Lessons in Leadership
- 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. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.