Last time (see "How to Stop Being Overworked: I," Point Lookout for October 12, 2011), we examined strategies for controlling overwork when the cause is our own behavior. In many cases, though, the cause is a supervisor's abusive behavior. Let's now examine what can be done in such instances.
- Know how to identify abusive overloading
- Abusive overloading can be general or specific. When it's general, everyone within the abuser's span of control is subject to overwork. When it's specific — aimed at an individual or individuals — it might be bullying, or possibly a tactic of discrimination or harassment.
- In either case, the abuser is usually aware that people are overworked, and might even acknowledge it. Some experience a feeling of elation or joy when the people overworked complain, falter, or show signs of stress. Or they might express perverse pride in the group's productivity, especially when there has been obvious personal sacrifice.
- Know the policies and procedures of your employer
- Your employer or union undoubtedly has policies and procedures pertaining to expected work hours. Learn what they are. Learn how to file grievances. Unfortunately, in most jurisdictions and for most employees, there is little legal protection against abusive supervisors, unless the employee is a member of a protected class, which is a legal term that describes factors that cannot be targeted for discrimination or harassment. The factors include race, sex, national origin, religion, and the like, but in many jurisdictions, you might not belong to a legally protected class.
- Even if you do, before filing a grievance, be certain that there is protection from retaliation. The best measure of protection is past behavior. If there has been retaliation against others who have filed grievances, then think twice.
- Know your own role
- It's possible that you yourself are playing a role in the abuse, especially if the pattern has persisted over time. For example, never having investigated how to use the formal grievance process, even on an anonymous basis, could be an indicator that you have done nothing about the situation. Ask yourself, "Have I let opportunities to invoke higher authority go by?"
- If you It's possible that you yourself
are playing a role in the abuse,
especially if the pattern
has persisted over timecan reasonably conclude that you've been at least passively complicit in the abuse pattern, the next questions are even more difficult. They pertain to your motives, and what you've gained from the pattern of severe overwork. For instance, excessive hours at work can provide a haven from unhappiness, emptiness, or other troubles in your personal life. Investigating this side of things on your own is possible, but it can be challenging unless you have the aid of a counseling professional.
Always keep in mind that internal transfer or changing jobs may be the best — or least bad — options. No matter how depressed the economic environment, if you make the right changes, a change in job can be the path from overwork to a fuller, richer life. First in this series Top Next Issue
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More articles on Workplace Politics:
- Is It Blame or Is It Accountability?
- When we seek those accountable for a particular failure, we risk blaming them instead, because many
of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather,
they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's
political agenda. Here's part one a catalog of some favorite tactics.
- Things We Believe That Maybe Aren't So True
- Maxims and rules make life simpler by eliminating decisions. And they have a price: they sometimes foreclose
options that would have worked better than anything else. Here are some things we believe in maybe a
little too much.
- Obstructionist Tactics: II
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part
II of a little catalog of tactics.
- Kinds of Organizational Authority: the Informal
- Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found
in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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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.