I have a dif­fi­cult man­ager. How do I stay mo­ti­vated?

The Advertiser - Careers - - Front Page -

IF you wish to re­main in your po­si­tion it is im­por­tant to iden­tify av­enues to main­tain morale and fo­cus. Un­der­stand the way your man­ager works and what they re­quire from you. En­sure you de­liver on these re­quire­ments to re­duce any risk of con­flict or ten­sion with your man­ager. Con­sider find­ing your­self a men­tor else­where in the or­gan­i­sa­tion who can pro­vide the sup­port and mo­ti­va­tion that may be lack­ing from your man­ager. Keep an eye out for other op­por­tu­ni­ties that may arise in the or­gan­i­sa­tion that would al­low you to continue work­ing there but un­der an­other man­ager.

Mid-ca­reer KEL­LIE RIGG Gen­eral man­ager HR So­lu­tions Rand­stad

A DIF­FI­CULT man­ager can make kick­ing your sheets off in the morn­ing and head­ing into work a real strug­gle. A large part of what makes a great leader is their abil­ity to in­spire so if your man­ager is not achiev­ing this for you, it may be time to ex­plore other av­enues. Set clear, short and long-term ob­jec­tives and be ac­count­able for achiev­ing them. Have some­thing to work to­wards and cel­e­brate small suc­cesses when you reach these mile­stones, which will help you stay en­gaged. Seek to cre­ate shared ex­pec­ta­tions be­tween your­self and your man­ager so you’re well across what the com­pany re­quires of you.

Ex­pe­ri­enced TIM ROCHE Prac­tice leader, Right Man­age­ment ca­reer tran­si­tion

IN a 40-year work life, we will all face a dif­fi­cult man­ager from time to time. It is typ­i­cally when peo­ple do not in­ter­act in a man­ner that we ex­pect that we fall into stress be­hav­iours. As an em­ployee, it’s im­por­tant to un­der­stand early whether we think our man­ager’s be­hav­iour to­wards us is bear­able or if it’s time to start look­ing for a new role. The risks as­so­ci­ated with stay­ing too long in an ir­re­triev­able sit­u­a­tion in­clude dam­ag­ing your brand through stress be­hav­iours to­wards the man­ager, be­com­ing so down about it that it starts to im­pact on home life and your self-es­teem tak­ing a solid knock.

The Ex­pert MICHELLE BENT­LEY Gen­eral man­ager, Don­ing­ton tran­si­tion and out­place­ment

AN­A­LYSE the sit­u­a­tion and what mo­ti­vates you. There is a dif­fer­ence be­tween feel­ing down for a week or six months. Gen­er­ally, we are mo­ti­vated by ei­ther in­trin­sic forms (such as a sense of sat­is­fac­tion, achiev­ing goals, a sense of help­ing oth­ers) and ex­trin­sic forms (such as ac­knowl­edge­ment, re­wards and recog­ni­tion, money, ma­te­rial perks and sta­tus). If you are able to tap into the things that give you drive and en­ergy, you are likely to tol­er­ate your man­ager’s ways more ef­fec­tively. If mo­ti­va­tors are con­sis­tently not sat­is­fied then it is wise to broach the topic with your man­ager or HR.

Newspapers in English

Newspapers from Australia

© PressReader. All rights reserved.