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Last
Minute Man
by Dr. Lynne
Curry
Question:
The three of us work for the original Last Minute Man. He misses
every deadline imaginable, whether it's an IRS deadline or a plane
departure. I have worked here two years but have never received
an assignment that wasn't given me at the last minute resulting
in extreme pressure on my home life as I can't stand turning in
half-done assignments and so have stayed as late as midnight to
make sure I met the deadline.
Our boss always promises employees that things will improve and
sometimes attempts to clean up his act when someone pushes hard
enough but his improvements are short-lived. Also, when he's in
frenzy, he doesn't begin to think about the impact his chaotic management
style has on staff. If he's feeling panicked because he suddenly
realizes he forgot a deadline, he gives two or even all three of
us the same rush assignment, generally without sufficient instructions
for any of us to know what we're doing.
As
a result, turnover in our department is sky high. I'm the longest-term
employee and I recently learned both the other two employees are
thinking about moving on. I don't want to have to orient two new
co-workers. The three of us met with our boss this morning and he
promised to "mend his ways" but none of us believes he
can. As an example of why, his desk was piled high and when he tried
to retrieve a document just after we met, his efforts to find it
resulted in two paper stacks crashing off the back of his desk.
What can we do short of all leaving? Please don't suggest we go
to our boss's manager because they are golfing buddies. You also
need to know our boss is likeable but very thin-skinned and so our
choices are very limited. Can you help?
Answer:
You need to convince Mr. Last Minute that time has run out. Until
he believes this, he won't make long-term changes. Further, you
need to persuade him to alter his entrenched habits without insulting
him. Those under attack often take a defensive posture and at best
make under-duress changes that evaporate once the pressure eases.
Start
by giving your boss a clear picture of the reasons he needs to change
along with the sense you're on his side. Meet with him in private
and tell him how much you appreciated his meeting with the three
of you. Let him know you like your job and enjoy working for him
and with your new co-workers. Explain you realize how much he has
on his platter but that you fear the rush assignments and sketchy
instructions may take their toll on the new crop of co-workers.
Add that you're concerned you won't be able to keep helping at the
level you've been, that working until midnight has started to take
a toll on your home life.
Then, ask him what you can do to help him. Can you or one of your
co-workers help organize the stacks on his desk? Can you meet with
him daily and ask what's on the horizon - so he doesn't have to
think to brief you? Is there any way to systematize the pending
projects or develop a deadline calendar?
If
Mr. Last Minute sees that he can't continue as before without losing
the three of you, and realizes you want to help and not judge him,
he may take you up on your offer, or at least change enough to make
your life easier. However, if he won't change, you and the others
need to. By working until midnight, you enable your boss to give
you assignments late without consequences. No one can take advantage
of you without your collusion.
So,
create a Plan B. If your boss doesn't change, what can you or your
coworkers do short of leaving? Can the three of you email each other
as soon as you have a new assignment so if he accidentally assigns
two of you a similar task you can coordinate? Can you decide on
a limited amount of hours you'll work in the evening to accommodate
genuine emergencies but draw a line and hold firm so you never again
work until midnight? Should you reconsider your commitment to this
job - and look for one with a more organized manager? In short,
you have choices - in fact, each of us generally has more choices
than we think.
Note:
Last week's column prompted a blizzard of emails from employees
working with co-workers and for managers who cheat in small and
large ways. Two readers worried I should have told the secretary
to immediately blow the whistle on her manager. The risks - the
secretary who sees allegedly phony reports may be wrong in her assessment
that the reports are bogus - or she may get fired for her efforts.
Meanwhile, the final answer is that if you work for a sleaze it
ultimately rubs off on you.
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