You ask: My department is undergoing a major reorganisation but as yet no details have emerged. My manager hasn’t been with the company very long and although I get on with her she is clearly struggling to find her feet in this uncertain environment.
Before my manager was appointed I spent about six months reporting to her boss and consequently have built up a good relationship with him. He’s now approached me about taking on a new role within the organisation reporting directly to him. Although there would be no salary increase associated with this move there will be more scope for future promotion.
I really do not know what to do. I’m both excited and worried about making this move. I’m excited about working for my manager’s boss but worried because the new role is so unclear. I’m already struggling to keep up with the workload and could end up ‘jumping out of the frying pan into the fire.’
Should I stay where I am and wait until the reorganisation is sorted out?
Janet Answers: I’m sure you’ve heard of the saying “fear of the unknown” and I think this is where you are: standing on the edge of something and unable to see what lies ahead.
Now to take the metaphor a little further what is this ‘edge’ like? Is it a precipice where your stomach is likely to take an unpleasant lurch if you step over? Or perhaps it is a high barrier that is blocking your way and you’re not sure you have the stamina to get over it?
You’ve mentioned that your current manager is ‘struggling’ and let’s face it who wouldn’t in this situation? My only hope is that she accepted the role fully aware of the impending reorganisation and the associated challenges. If she didn’t then it is unlikely that she’s going to be around for very long; you might well want to ponder on why her boss (and potentially yours) did not mention this at her interview.
Your comment about ‘frying pans’ and ‘fire’ suggests that you believe that this move might increase not decrease your workload; a valid consideration. As you stand at this edge, what’s going to help you take those important first steps?
Remembering that your organisation is in flux it’s unlikely that you will be able to see the whole picture in detail. Indeed the picture may change a number of times before the paint dries. So moderate your expectations accordingly. How much of that picture must be in place before you can move toward it?
The great thing is that the ‘paint brush’ is in your hands. You’ve been around for a while; certainly long enough to recognise your manager’s predicament. You’ve been asked to take on a new role; so you’ve got pedigree. You know and get on well with the boss and last but not least the role is new and not yet clearly defined.
What this means is that you can take this role and make it yours. You can lay down your own boundaries and participate in setting your own performance targets.
Now I’m not pretending that there aren’t risks associated with moving and that goal posts don’t move but what you must do is weigh up those risks; moving versus staying where you are. I have to say that if you are serious about wanting to move up the organisation then staying put seems a strange way to demonstrate this.
How can you ‘build a bridge’ over that precipice or ‘climb up’ that barrier to see what’s beyond? List down all the pros and cons. If you don’t feel you can address the cons then at least have a plan in place to contain them.
Do you have to go directly ‘across the precipice’ or ‘straight up over the barrier’? What alternative or escape routes exist or can be created? Use that excitement you spoke of to fuel your quest for gathering knowledge about the reorganisation and the company’s direction. If you haven’t spoken to your ‘new’ boss about your concerns then do so; it’s in his interest to facilitate your move. And you may wish to consult with a few other ‘well connected’ and politically savvy colleagues to get a broader view.
It’s unlikely that you are ever going to feel entirely comfortable about making this move but at least you can do so knowing you did your best to quantify and address the risks at the time.
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