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
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:
- Dealing with Org Chart Age Inversions
- What happens when you learn that your new boss is younger than you are? Or when the first two applicants
you interview for a position reporting to you are ten years older than you are? Do you have a noticeable
reaction to org chart age inversions?
- Top Ten Signs of a Blaming Culture
- The quality of an organization's culture is the key to high performance. An organization with a blaming
culture can't perform at a high level, because its people can't take reasonable risks. How can you tell
whether you work in a blaming culture?
- Managing Pressure: Milestones and Deliveries
- Pressed repeatedly for "status" reports, you might guess that they don't want status —
they want progress. Things can get so nutty that responding to the status requests gets in the way of
doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics
and strategies for dealing with pressure.
- The Advantages of Political Attack: II
- In workplace politics, attackers are often surprisingly successful with even the flimsiest assertions.
Often, they prevail, in part, because they can choose the time and venue for their attacks. They also
have the advantage of preparation. How can targets respond effectively?
- The Power of Situational Momentum
- For many of us, the typical workday presents a series of opportunities to take action. We often approach
these situations by choosing among the expected choices. But usually there are choices that exploit
situational momentum, and they can be powerful choices indeed.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
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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.