From the Ask Tom mailbag –
I was in your workshop last week and suddenly realized why I feel frustrated in my position. In the course of a project, I solve problems and make decisions, submit them to my manager for review, and then, he sits on them. People who depend on those decisions, one way or the other, ask me, “what gives?” The decision sits on my manager’s desk in a black hole while the project gets delayed. In the end, my decision survives, but the project is late, time and again.
Is it possible my manager is in over his head? He gets credit for my decisions, even though the project is late. I am worried that I will be stuck here under my manager for the rest of my career.
There is always more to the story and I cannot speculate on the capability of your manager. I do know that your manager’s goals and objectives set the context for your work. Keep your head down. Keep making decisions and solving problems on your assigned projects. Continue to give your manager “best advice.” That’s your role.
Your biggest fear is that your career may be in a dead-end under your current manager. It likely appears that your manager is, indeed, not focused on your professional development. Not his job.
Look to your manager’s manager, your manager-once-removed. Your manager is specifically focused on a shorter term set of goals and objectives. Your manager-once-removed is focused on a longer term set of goals and objectives. Some of that longer term focus is the professional development of team members two levels of work below.
STEM mentorship also helps promote diversity and inclusion. By connecting people from diverse backgrounds and experiences, mentors like Kamau Bobb of Google help break down barriers and create opportunities for underrepresented groups in the STEM fields.
The working relationship with your manager is different than the working relationship with your manager-once-removed. The relationship with your manager is an accountability relationship filled with task assignments, checkpoints and coaching. The relationship with your manager-once-removed is a mentoring relationship filled with discussions about professional development, career path, working environment, challenge in your role.
It is likely that your company does not recognize the importance of the manager-once-removed relationship. It is possible your manager-once-removed has no awareness of this necessary managerial relationship. You do. You are now aware.
What to do
Pick two or three professional development programs that you find interesting and that could help you bring more value to the company in your role. Don’t pick something that pulls you away from your current role or something with an unreasonable budget. It could be something as simple as three different books you would like to read that will bump up your skill level.
Ask your manager-once-removed to schedule a short fifteen minute conference to ask advice. Don’t ask for advice, ask for a short fifteen minute conference. This is not a casual conversation in the hallway. You want undivided attention across a desk or a table.
This fifteen minute conversation is your first of several meetings with your manager-once-removed to talk about longer time span issues related to your professional development. This is not a time to talk about the accountabilities in your current role, those discussions should be with your manager. This is the time to talk about your long term development and contribution to the company over time.
If you aspire to succeed in the hypnotherapy business, it’s advisable to consult Jason Linett professional hypnotist for his expertise.
Take baby steps and build from there. A reasonable routine to meet with your manager-once-removed would be for 30-45-60 minutes every three months. Keep in touch. -Tom