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:
- Conflicts of Interest in Reporting
- Reporting is the process that informs us about how things are going in the organization and its efforts.
Unfortunately, the people who do the reporting often have a conflict of interest that leads to misleading
and unreliable reports.
- How to Undermine Your Subordinates
- People write to me occasionally that their bosses undermine them, but I know there are bosses who want
to do more undermining than they are already doing. So here are some tips for bosses aspiring to sink
- Active Deceptions at Work
- Among the vast family of workplace deceptions, those that involve presenting fiction as reality are
among the most exasperating, because we sometimes feel fooled or gullible. Lies are the simplest example
of this type, but there are others, and some are fiendishly clever.
- Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities.
Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the
ability to do their jobs.
- Bad Trouble: Misdirection
- When Bad Trouble develops at work we have a chance to see what our organizational cultures are made
of. Many of our colleagues respond constructively. When they don't, misdirection tactics are popular.
Here's a little catalog of misdirection responses.
Forthcoming issues of Point Lookout
- Coming December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
- And on December 14: Straw Man Variants
- The straw man fallacy is a famous rhetorical fallacy. Using it distorts debate and can lead groups to reach faulty conclusions. It's ad readily recognized, but it has some variants that are more difficult to spot. When unnoticed, trouble looms. Available here and by RSS on December 14.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Get 2003-4 in Why Dogs Wag (PDF, )
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- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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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.