Four Golden Rules for Saying You're Uncomfortable in Your Job During Your Annual Review
17 December 2008
Read by 1645 persons
Jean Poulallion's perspective, former manager of large groups (Mars, Rémy Cointreau, Disney...).
1. Identify the causes. "At some point, everyone, no matter how successful they have been in the past, can feel uncomfortable at work: because of a new position requiring skills they don't yet have; because of a relationship problem with a team member; because of the weariness of a job held for too long; or, as in Julie's case, a lack of gratification or recognition. In its competitive logic (gaining market share), the company doesn't have to put everyone in a comfortable cocoon - but discomfort should be temporary. Before the interview, start by identifying the reasons for your discomfort: is it a matter of skills, personal relationships, or frustration? If you have identified the causes, the discomfort can be managed."
2. Analyze everything you've done. "The performance review allows you to take stock of your performance. Asking yourself 'What have I accomplished?' helps to put things into perspective. Before the interview, list your achievements, what you could have done better; the same goes for skills: what did you use? How could you have proceeded? In twelve months, you've certainly done things: find your presentations, your memos, customer letters and internal emails... If you have to self-assess, feel free to add observations or a quality that isn't provided in the grid..."
3. Two attitudes. "I have always noticed that discomfort translates into a decline in results. We then observe two attitudes among employees: some want to hide what's wrong - and in this case, the manager will start from the real facts; others will come with the tar and feathers - and there, the manager should remind the employee of the praise given in the past.
In any case, a manager who is somewhat close to his team will probably not discover his employee's discomfort during the interview: he will probably have perceived some signs during the year - sluggishness, paleness, gloom, shortened days... He should also have understood what type of person he is dealing with: will the employee appreciate empathy or prefer to manage alone? Normally, if the interview goes well, trust is rebuilt and the employee leaves with improved morale."
4. "Help your manager help you." "For the interview to be fruitful, don't be afraid to express your discomfort, but phrase it in a way that helps the manager help you. Don't throw your discomfort at them like a package in the middle of the office. Concretely, avoid as much as possible an outburst of emotions and tears, which are difficult to manage for both parties.
Stay factual and know how to say "I need your help": if you sold 2,500 units instead of 3,000, say that you may need training to learn how to finalize the sale. Explain that you are uncomfortable, not in general, but with a specific aspect of the job: a person is rarely useless; more often, they are not in the right place. Avoid accusations ("So-and-so isn't doing their job properly"), and extremes ("never", "always"), which prevent you from distinguishing the important from the accessory. If you have a problem with a team member, say "I'm having trouble managing my relationship with him. Do you have any tips to help me?" The most dangerous are the unconsciously incompetent, who blame others. And if you really don't feel in your place in this job, suggest talking to HR: "Perhaps there is a position available where I will be more useful to the company?" "
Jean Poulallion
Posted on December 17, 2008
pourseformer.fr
1. Identify the causes. "At some point, everyone, no matter how successful they have been in the past, can feel uncomfortable at work: because of a new position requiring skills they don't yet have; because of a relationship problem with a team member; because of the weariness of a job held for too long; or, as in Julie's case, a lack of gratification or recognition. In its competitive logic (gaining market share), the company doesn't have to put everyone in a comfortable cocoon - but discomfort should be temporary. Before the interview, start by identifying the reasons for your discomfort: is it a matter of skills, personal relationships, or frustration? If you have identified the causes, the discomfort can be managed."
2. Analyze everything you've done. "The performance review allows you to take stock of your performance. Asking yourself 'What have I accomplished?' helps to put things into perspective. Before the interview, list your achievements, what you could have done better; the same goes for skills: what did you use? How could you have proceeded? In twelve months, you've certainly done things: find your presentations, your memos, customer letters and internal emails... If you have to self-assess, feel free to add observations or a quality that isn't provided in the grid..."
3. Two attitudes. "I have always noticed that discomfort translates into a decline in results. We then observe two attitudes among employees: some want to hide what's wrong - and in this case, the manager will start from the real facts; others will come with the tar and feathers - and there, the manager should remind the employee of the praise given in the past.
In any case, a manager who is somewhat close to his team will probably not discover his employee's discomfort during the interview: he will probably have perceived some signs during the year - sluggishness, paleness, gloom, shortened days... He should also have understood what type of person he is dealing with: will the employee appreciate empathy or prefer to manage alone? Normally, if the interview goes well, trust is rebuilt and the employee leaves with improved morale."
4. "Help your manager help you." "For the interview to be fruitful, don't be afraid to express your discomfort, but phrase it in a way that helps the manager help you. Don't throw your discomfort at them like a package in the middle of the office. Concretely, avoid as much as possible an outburst of emotions and tears, which are difficult to manage for both parties.
Stay factual and know how to say "I need your help": if you sold 2,500 units instead of 3,000, say that you may need training to learn how to finalize the sale. Explain that you are uncomfortable, not in general, but with a specific aspect of the job: a person is rarely useless; more often, they are not in the right place. Avoid accusations ("So-and-so isn't doing their job properly"), and extremes ("never", "always"), which prevent you from distinguishing the important from the accessory. If you have a problem with a team member, say "I'm having trouble managing my relationship with him. Do you have any tips to help me?" The most dangerous are the unconsciously incompetent, who blame others. And if you really don't feel in your place in this job, suggest talking to HR: "Perhaps there is a position available where I will be more useful to the company?" "
Jean Poulallion
Posted on December 17, 2008
pourseformer.fr
