Recycled Bullsh-IT

Many of us have experienced that sinking feeling when our boss or manager has asked us to do something we’d rather not do. I’m not talking about when you’re told to wake up in a meeting or take your feet off the desk. It’s when you are set a task or project which fills you with panic or dread; that you know you will find extremely difficult, if not impossible. In most cases we don’t say anything and bravely have a go with our stress levels going through the roof. We may or may not succeed but our lives have been hell for the days/weeks/months that it lasts.

 You would think that in these more enlightened times that such behaviour would be banned or at least heavily policed. Sadly, this is still a big issue for many people. So, what causes the problem and how do we fix it? (Hint: look at the title)

 Hostile 4Cs

There are four contributing factors to the stress-fest outlined above:

1. Weak Controls: The typical cause of an unreasonable demand is a cascade of pressure from above to get something done. Quickly. With an effective and empowered management structure the mandate should be achievable within the time and resources available. If more help is needed this can be requested or other deliverables prioritised accordingly. However, if our management hierarchy is too weak or lacks the will to ensure the right support in is place, we will be handed the shitty stick.
2. Limited Capability: There are times when we will be asked to do something not only outside our comfort zone but also beyond our ability. This could be down to inadequate skills, experience, time, or capacity to do what has been asked. Our manager should be aware of all these limits and make allowance for these factors. It could also be that we are the wrong person for the job and should consider one more appropriate to our capability if this type of request becomes standard.
3. Poor Communication: If we are not comfortable with what we have been asked to do we should tell our manager of our concerns and ask for help. Many people in this situation are worried they will lose their jobs, so don’t have this conversation. Some managers don’t listen to these concerns and tell us to JFDI. The problem remains if the conversation doesn’t happen or fails to get a resolution.
4. Toxic Culture: We don’t all work for Gordon Gekko, but many organisations still have an antediluvian attitude in setting expectations for aggressive behaviour and win-at-all-cost mentality. Questioning an impossible directive in this atmosphere is akin to painting ‘Fire Me’ on our foreheads.

Tosser Bosses

 We all like working for a manager who supports us – see Lions Led by Donkeys. Unfortunately, these are still in the minority: in my experience about 1 in 4. These stars will take care of us as they realise that is their main purpose. About another quarter are bad managers – d*cks, b’stards, b*tches – who care only about themselves, seeing us as tools to further their own goals, when we just see them as tools. The remaining 50% are mediocre. They would like to do a good job but also just want an easy life. This means they are sympathetic to our concerns but don’t have the will or strength to fight our cause in these power struggles. In other words, useless in a crisis.

The Art of Noes

 In most cases we will be on our own when faced with such an unreasonable demand, so here is my suggested strategy:

• Shout Louder: If our attempt at communication with the boss fell on deaf ears, turn the volume up to 11. Make sure everyone knows we are unhappy, the reasons why, and the impending failure that will occur because no one listened. Put it in writing, along with recommended remedies, and circulate to as many influencers as we can. Only send to the boss’s boss if we are confident that they will support us, otherwise we will lose (the argument and possibly our job)
• Just the Facts: Provide details of the inconvenient truths to back up our assertion that it’s impossible. Thought-through alternatives will help to show we are trying to find a solution and are not just negs. 
• Get Personal: Where our own personal circumstances (including mental wellbeing) make it difficult to achieve what is required, we must be open on this otherwise people won’t understand, as no one is a mind reader and few colleagues are empathic enough, particularly over Zoom. Most managers will respond positively to us opening up.
• Just Say No: If all else fails, just say no. This is unthinkable for most of us as we believe we’ll get sacked, ostracised and be forced to leave our job. When I’ve been brave enough to do this, I’ve been amazed at how powerful the impact is in resetting the conversation and this has often led to a more reasonable outcome. This is because I was pointing out a failure of leadership in the organisation to bring me to this point. A good manager wouldn’t have let it get so serious. A bad manager’s going to screw us anyway. The mediocre middle will normally sort something out otherwise it makes them look rubbish.
• A Change is As Good as a Rest: If this problem was a one off, then don’t worry. If it has become the way of life at our organisation, we should think hard about moving on. This is never easy but if we allow ourselves to become and stay stressed by the unreasonable behaviour of our company, we are harming ourselves, and those around us.

If you are one of those thrusting managers I’m criticising above who thinks that pushing your staff to achieve more is best practice, note this: if you were any good, they would be already be doing more for you anyway.

John “Just say: Ne-Ne-Na-Na-Na-Na-Nu-Nu” Moe