Today companies and employees are adapting to doing more with less. In the midst of continuing economic uncertainty, companies are trying to find ways to control costs while sustaining competitive position. This pressure is acutely felt by employees who may have greater responsibility with fewer resources. So, what do you do when you are asked to take on even more work? With so many in the U.S. still struggling with unemployment, you are thankful to just be working. Do you remain silent and find a way to juggle it all? This question was the subject of an article by Beth Braccio Hering at The Office Professional.
The economy and job market may have changed, but there remains a need for communication in the workplace. At work, as in any human relationship communication is the key to developing acceptable boundaries and agreeing upon mutually acceptable outcomes. When your plate is full and you’re asked to do more, a conversation with management can eliminate stress and frustration. Communicate your willingness to pitch in but your dilemma with your current work load. Ask if they can change priority on your regular responsibilities to allow you to help. Clearly outline your current priorities and the time requirement. Be clear about deadlines. Work with management to establish a clear plan for accomplishing tasks and the priority assigned to each.
A quick 20 minute conversation will prevent overwhelm and keep you and your career on the fast track.
As we enter into a new year and new decade, there is renewed passion and energy for accomplishment. Coming out of a decade that was filled with economic upheaval and consumer uncertainty, many corporations are making broad changes to compete in the new market. In our results oriented culture, the emphasis is often on action. This is most evident for managers and leaders whose personal and professional success is measured by results. Yet, the key to long term organizational and leadership success lies not in what you do but in how successful you are in moving your team to action. Continue reading
According to a 2009 Harvard business study, only 25% of managers say their companies are good with new managers. If only a quarter of new managers tasked with providing leadership and mentoring to their teams get what they need, what impact do you believe that will have on the workforce at large? Continue reading