Despite my many attempts to delve further into one of my
favorite topics—navigating the ever changing workplace—I admit to abandoning
this entry on multiple occasions.
Why? Well, my explanation is a fitting one: I have been juggling
THE workload.
The serial took second priority.
Shortly after drafting the bones of
“The
Working Woman’s Woes” series, I made the decision to shift roles at work.
At the time, my juggling act was quite impressive on its own: after participating
in a 6 month staff restructuring process, I assumed a new role as the
Development Manager for roughly 18 counties in SWVA. It was an exciting
endeavor. I was fortunate to play a significant role in developing the job
description for my new “responsibilities”. Leaving the Grant Manager position
behind was not scary, it was an opportunity. One that did—oh
yes, it did—stretch
me. Unfortunately, we were not in a position to hire a replacement in my former
role quickly, so I juggled. And my department was incredibly supportive. It all
worked out beautifully, though I was overwhelmed, for a few months.
But a new twist was rapidly approaching—and the experiences
that I have had in the months since, have given me a whole new perspective on “time
management.” In February 2012, I took a role overseeing the local presence of a
state incentive grant. In retrospect, that whole journey requires a bit of faith
to believe. My current Director has known me for several years, and had approached
me to write for a multi-year project funded by SAMHSA. Well, after days
juggling two roles at one organization, and the responsibilities of privately
contracted grant writer by night, I was stretched. But we were awarded the
funding. Then, I was asked to apply for the project coordinator position. And
today I have shifted my responsibilities into the realm of project management
(plus, development duties, but that will wait for another day!).
Rather than waxing poetic about the positive results of finishing before the deadline, or learning to prioritize your to-do list Covey
style, I think I can accurately sum up the best stress navigation method in
four words: consistent performance & expectation management.
Your Level of Effort
Should be Predictable—
Don’t run. This isn’t the boring “never deviate from the
routine” sort of lesson. But there is one truth to your relationship with your
employer: with
consistency of performance
you will develop trust, and with
trust
you will have the freedom and autonomy to take the risks you want to take.
On the few occasions that I, or my friends, have noted strained
relations in the work place, it usually falls on the doorstep of low effort
performance. What does that mean? Well, I actually don’t think it has that much
to do with delivering the “stellar” performance, or of never missing the mark
on a project. Life happens. We will never be 100% successful at everything—and if
you are, I would wager you have taken few chances with your skill application. Up the ante.
Consistency is about a two things: first, it sets the stage
for building your reputation on a solid work ethic; and second, it is the perfect
motivator for advancing your professional goals in a timely manner through
uninterrupted levels of effort (thereby avoiding the strained 4:59 pm
submission deadline every week). What it should never be about: stifling your creativity. For your employer, a consistent level of
engagement in every project, whether you love it or hate it, will prove that
you are both competent and thoughtful in your work. As such, if you NEED to shout
“Mayday!” on a Wednesday when the to-do list threatens to crush you, chances
are the boss will acknowledge your cries. And you will get the extension you
need, or the necessary support to get the job done. And the hurdle will be
cleared, and all will be well.
On the other hand, when have you ever heard of the lazy guy
in the office not getting “the” lecture after filing for an extension? Not a
frequent occurrence.
Consistency will both help you maintain control on your
projects, as well as keep you focused on the end game. Consistency is based on
a long term plan; and I should hope—please?— that that is an ambitious one.
Do Not Pretend You Can
Spin Golden Thread
There are few situations in which you are going to be
rescued by a supervisor or client, just because “they lowered their
expectations.” Admitting your limitations is part of being a good employee or
business owner. If a supervisor or a client comes to you
asking for a very ambitious product—whether due to the time commitment or the
sheer difficulty level—then you need to call on your honed negotiation skills.
Granted, when you are growing a business or first starting
out in your career, you do not have the luxury of sending away potential
business or projects. You need to make ends meet, and you need to build a
portfolio from somewhere. As you move forward in your career, however, the
number of projects that you are juggling will only grow in size and difficulty
level; when that happens, a well-placed, “No”, will serve you well.
It stands to common sense that a client will appreciate a surprise
over a disappointment any day. As the saying goes, “under-promise and over-deliver”.
That strategy rarely backfires if you
remember to promise a good product from the get go. At the end of the day,
your supervisors or your clients do not care about the other 400 things waiting
on your desk, or the 20 unreturned voicemails in your inbox, or even the fact
that you haven’t had a vacation in 6 months. They care only about what you can
tell them concerning their product, their interests, and their investment.
Which means, you have now entered into the field of TIGHT ROPE WALKING!
Welcome! It will be fun! You will not fall…most likely.
To balance all of the things you have on your plate—in addition
to performing consistently, and being affable, and finding a good
mentor
(see previous serial installment)—you need to find that sweet spot where
you can advance your own interests while managing the expectations of those
around you. Please note: this is not a lesson in personal profit. Managing the
expectations of those around allows for honest communication, better time
management, and ultimately a much better product. Profit is the by product.
If you are too stretched by multiple projects or incessant details,
it simply doesn’t matter what level of effort you put in—something will suffer.
And so begins to cycle of compromise. You lose the ability to control your
collaborative partners. You lose say in when a project reaches fruition. Worst
of all, you lose confidence in the quality of your product. Stress makes for
shoddy workmanship. Your skills are your legacy, your currency, and your source
of personal achievement. If you allow others to enforce unrealistic or intangible
expectations onto those skills, then you will risk compromising those strengths
in the name of an unshared goal.
Navigating Cubicle-ville, or your own
makeshift desk from home, is a delicate thing. Some days I succeed. Some days,
I see the edge of the cliff approaching and force myself to talk through the
stresses with my Director. It is never 100% comfortable. But it is necessary.
To become a successful, confident, and effective professional, there is no
escaping the mounting to-do list. It is going to grow and grow and grow. If you
are doing your job well, the pace will likely accelerate before you have time
to learn the art of “no”. But, if you have been consistent in your performance
to that point, then a minor blip on the success radar will be forgiven and forgotten—just
try not to make it a habit.
