What should I do? I’m re­sented by a man­ager who didn’t ap­point me.

The Advertiser - Careers - - Front Page -

IT IS never nice to feel that you are not wel­come or val­ued in your team. Try to take an ob­jec­tive look at the sit­u­a­tion and work out if there ac­tu­ally is re­sent­ment from the man­ager or if the feel­ing you ex­pe­ri­ence is just a re­sult of the tension and change process that can oc­cur when new teams are form­ing. Take the time to talk to your man­ager, if you feel com­fort­able to do so, and dis­cuss what the man­ager is look­ing to achieve with the team and the role you can play in mak­ing that hap­pen. A man­ager should be sup­port­ive and in­clu­sive of team mem­bers re­gard­less of who hired them.

Mid-ca­reer KEL­LIE RIGG Gen­eral man­ager HR So­lu­tions Rand­stad

MAIN­TAIN­ING a good work­ing re­la­tion­ship with your man­ager is im­por­tant as it im­pacts on your mo­ti­va­tion and ef­fec­tive­ness. Team changes of­ten re­sult in a shift in re­port­ing lines, which can cre­ate tension for those in­volved. If you find there is an is­sue, ad­dress it sooner rather than later. Take the ini­tia­tive to sched­ule a dis­cus­sion with your man­ager. Opening the lines of com­mu­ni­ca­tion will demon­strate your will­ing­ness to work together. Lis­ten and pro­vide hon­est feed­back dur­ing your meet­ing, avoid pre­sump­tions and try to view the sit­u­a­tion from your man­ager’s per­spec­tive.

Ex­pe­ri­enced TIM ROCHE Prac­tice leader, Right Man­age­ment Ca­reer Tran­si­tion

IF WE­think about our work life as a 35-to-40year pe­riod with up to 15 dif­fer­ent roles and 20 dif­fer­ent man­agers, it’s prob­a­ble you will come across a few man­agers with whom the chem­istry isn’t right. Early in the re­la­tion­ship it may sim­ply be a case of mis­com­mu­ni­ca­tion and may re­solve it­self as the com­mu­ni­ca­tion im­proves. If you be­lieve it’s poor chem­istry rather than mis­com­mu­ni­ca­tion, my ad­vice is to start look­ing for a new op­por­tu­nity. Re­gard­less of good­will from both par­ties, some of us are not go­ing to see eye to eye. If you de­cide to stay, you will be the one who is worse off.

The Ex­pert MICHELLE BENT­LEY Gen­eral man­ager, Don­ing­ton tran­si­tion and out­place­ment

IT IS not un­com­mon for staff who pre-dated new man­agers to feel they are on the outer. But this is of­ten the case when orig­i­nal staff are per­ceived to be re­luc­tant to go along with the new broom; be­ing vo­cal about past views, poli­cies, prac­tices and ethos. Con­versely, new man­agers of­ten want to put their stamp on things and there­fore some change is in­evitable. Re­spond by hav­ing an open mind, wel­com­ing ideas and dis­cus­sion about change and leave your al­le­giance to your pre­vi­ous man­ager in the past. Show a com­mit­ment to mak­ing it work with your man­ager.

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