Workplace Challenges
Outwitting and outlasting at workThe Survivor chain of reality shows has missed the boat: the real down-and-dirty, cut-throat competition for dominance is happening not in the jungles of Panama or the African desert, but in workplaces all across North America. SHARON ASCHAIEK |
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 [ 2006-05-26 ] |
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The Survivor chain of reality shows has missed the boat: the real down-and-dirty, cut-throat competition for dominance is happening not in the jungles of Panama or the African desert, but in workplaces all across North America.
The ugly office politics, difficult bosses and backstabbing co-workers that characterize the hostile terrain of many modern workplaces are the daily endurance tests that many office workers face.
Attempting to arm these workplace warriors with coping strategies is The Office Survival Guide: Surefire Techniques for Dealing with Challenging People and Situations (McGraw-Hill, December 2005, $22.95). Author Marilyn Puder-York covers every possible point of stress or conflict that might arise at work, from unco-operative subordinates to micromanaging bosses to unclear management directives to corporate restructuring. A clinical psychologist and executive coach, she offers practical tips on managing or resolving these issues through both self-analysis and objective exploration.
The book kicks off with a source of anxiety for many office workers -- their managers. Some employees have to deal with the "overstressed good guy" who dumps his/her problems on them. For others, it's the micromanager or the panicky boss who makes life difficult.
According to Puder-York, tackling the problematic boss first requires objectively reflecting on the situation -- the more insights you gain about his management style, reputation among his peers and subordinates and possible personal stresses, the more you can understand his behaviour and plan your next move.
Introspection is also part of this process. Very often, she writes, the way we respond to our boss relates to our earliest experiences with authority -- our parents. Once we can make that connection, we can better understand and adjust our own contributions to the problem.
The action you take depends largely on the type of boss you have; for example, when dealing with a "bad guy/destructive narcissist" -- someone who lies with impunity, blames others, steals ideas or devalues co-workers to get ahead -- tread carefully. Puder advises seeking advice from a mentor, documenting all communication with the boss, and if possible, finding an immediate exit strategy.
For some, it's co-workers who are the cause of grief. According to Puder, a lot of it may have to do with sibling rivalry you experienced growing up.
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