Do you have a moment?

One of our ANEWIST newsletter subscribers wrote in with a concern regarding bringing up a problem issue at her workplace. It seems that whenever she wanted to talk about the issue, her supervisor wanted to cut the conversation short and avoid her. What to do?

Let's name the company associate, "Sally," and the supervisor, "Robbie." Let's consider a few factors.

1) Is this issue something that Robbie can help solve?
2) Is the issue something that Robbie wants to help solve?
3) Do Sally and Robbie have a good working relationship?

If Sally can answer "yes" to the above, then the chances are good that Robbie is simply busy, and perhaps unable to sense the extent to which Sally wants a discussion. Sally could do some investigative work and
approach Robbie at an opportune time. A memo/email to Robbie in advance briefly describing the issue and stating some possible meeting times would also be advantageous.

Now, if Sally answers "no" to the above, then we have a different situation. Sally could ask herself:

1) Who has a vested interest in helping solve this situation?
2) Is solving this issue a priority for the leadership ranks of the company?
3) What are the ramifications of circumventing Robbie in order to get help in solving the issue?
4) How is Sally perceived by those who can help solve the issue?
5) How often has Sally brought up issues in the past, and what were their outcomes?

This is where wisdom, tact, patience, perception and timing all play a role.

Vested Interest

Some issues will never be solved. If it's not in anyone's interest to help, Sally can ask "'til the cows come home," without avail. Sally can, however, create a vested interest in the issue. For example, she could come up with percentages, numbers, outcomes and the like in order to prove a case for solving her issue.

Breaking the Chain of Command

If circumventing Robbie is a problem, then Sally must choose her allies carefully: allies with views in common with Sally. Hierarchies can be impractical obstacles to getting things done in the workplace. Finding progressive-minded allies is imperative in order for Sally to move her mission forward.

Reputation/Credibility

Sally should get a handle on how she is perceived by those she is asking for assistance. Does she hold credibility with them? If not, this will be a hindrance. Building a strong case with facts, numbers and outcomes will help Sally overcome that hindrance.

Employees who point out problems are not necessarily looked upon positively in the workplace. If Sally has a history of bringing up problems without supplying the solution, she will lose credibility, and the chance to work out a solution for her issue.

Last but not least, Sally should discern her sensitivity level, compared with others in her workplace. There is relatively recent research on HSPs or Highly Sensitive Persons. It is much more challenging for HSPs to develop the tough skin required to face the daily workplace. In an upcoming "Workplace Rescue Series" article, I will further discuss HSPs in the workplace.

Bio: Hershey Wier, MBA, is a Career & Life Transitions Specialist who offers holistic, creative approaches to successful career and life transitions. You can receive tips & inspiration via her free newsletter, The ANEWIST. subscribe-anewist@hersheywier.com Visit http://www.HersheyWier.com