I was added into a email chain this week for a project I'm a SME on and asked to respond to a question. The question could have been answered with just a "yes" for how it was phrased, however I read the email chain and it was significantly more nuanced then that and meant it wouldn't work so I provided a much more full answer, and options that would actually solve the problem instead. Someone in that project team complained to my manager's manager that my "confident and direct answer was off putting." Since when was being knowledgeable on the subject that I am employed to do a bad thing? Would they prefer me to have said "yes" and then find out what they wanted to do wouldn't work after wasting days of time in the process? Or have a complete answer now and have to explorer different approaches before trying to commit to one?
This Business and Moment...
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These days I tend to favour the "yes" response. I find that when replying with any real detail or longer in length, people tend to glaze over and lose all comprehension skills. They will often respond with "sounds like we need a meeting to discuss this." Nah not really mate. Just for you to read and respond in legible English as well.
The right answer is the one they wanted to hear, not the technically correct answer which you gave. Because it's likely this email was a tick box to validate their narrative. "We asked and they all said yes". So if there's a problem down the line they have that get out clause.
Whereas you've now created a electronic paper trail that means they can't tick that box.
Whereas you've now created a electronic paper trail that means they can't tick that box.
Perhaps I'm wrong but lately with people I feel I'm being asked to solve the tick box exercise. Not actually solve the issue.
It's like the joke, how many Microsoft engineers does it take to change a light bulb. " None" they just redefine darkness as light.
It's like the joke, how many Microsoft engineers does it take to change a light bulb. " None" they just redefine darkness as light.
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Modern attention spans. Also a lot of non technical people and or non detail people in management roles of technical projects. Or projects in general.
I had to try explain why on a annual data collection project a free text field wasn't the way to go. I actually lost that argument and as far as I know they still haven't been able to collate their data. My fall back solution was to get myself off that project.
Ah that makes sense, they wanted their problem to now be my problem!
We already had a meeting to follow up the email, no one mentioned a problem with my email approach so was bemused by the complaint when the issue was with qualities I personally like in people!
Thanks guys. I don't know why I didn't realise that was the intention! Clearly I am not a team player.
We already had a meeting to follow up the email, no one mentioned a problem with my email approach so was bemused by the complaint when the issue was with qualities I personally like in people!
Thanks guys. I don't know why I didn't realise that was the intention! Clearly I am not a team player.
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I think people notice when I say nothing or just say yes. They get suspicious I'm honey baiting a trap. Because historically I would have argued my point.
Whereas now I don't tell them fire is hot in advance, I let them discover it on their own. I think they've realised this though..
That would be my ideal at the moment, 7 months in so far i can apply for other roles at 12 months not that i'm counting
A mix of both, but I guess you could describe it as a strategic hands-on role. I think part of the problem is I used to hold a management position at a similar organisation and perhaps am struggling a bit with the need to focus more on specific things. I'm quite good at looking at things holistically, joining the dots etc but that does mean I get distracted and don't really drive through lower level tasks in the way I might have 10+ years ago. I tend to be most effective these days when I can dip in and out of things adding value in a range of areas, rather than trying to do one thing well.
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I obviously have no idea what @Tifild wrote, but I find that some people write incredibly long-winded answers when all people really want is a way forward. I write a lot of things where I cut it down into bullet points which make the writing more digestible. Conciseness is a valuable skill, not often used at work.
Affirmative?
I’ve had to resolve a number international communications issues, including one lovely FTE chap that basically had no social graces that verged on the racist.
If it’s asia, then a constructive form that demonstrates care and attention to their nuances, highlighting key priorities within company which currently have had a slowing effect on those activities.
You’re no saying no, you’re acknowledging the effort by giving due response and you’re helping them by communicating it’s unlikely to move at the speed they’d be interested in thus funding will bot be forthcoming. The result is their superiors will then refocus elsewhere and no loss of face.
I assume it’s asia?
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It was a good amount less then 200 words. Short paragraphs and bullet points on the viable approaches to draw attention to the better approach. I did initially wonder if this was the issue, but I expect replying confidently with "yes we do" wouldn't have met the same response. I think the idea was seen as the easy solution to a problem, unfortunately it wasn't viable and they didn't like how quickly I identified that when it was put to me.
Nope. UK and US based. Maybe some western EU based people on it, but I think the complaint was UK based. I plan to ignore it for now, just being a bit more careful to make sure I don't slip in any undertones in my emails which co-pilot can help with (I checked and there wasn't in the original one).
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Got an interview today. No idea if I actually want the job - going from supplier to consultant might be a bit odd, and I doubt I'll have scope to influence the business, which is strange for me. But it would be a lot more structured, which I think is part of what I need.
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Interview was fine. Nothing to write home about, not well paid enough, but worth it for me to understand that I would do better having written example answers to questions as I tend to get a little carried away and ramble - ramble with relevance, but ramble nonetheless.
I could do with some advice, please. It's salary review time, and I have now been scheduled in for a review with our sales director. That's fine - he's rational and relatively compassionate, but he's probably going to challenge me on having asked for a ~10% raise and car allowance (in his words, you ask for a pony and get a hamster).
What I'm worried about is that I have issues with how I'm being managed. I feel like I lack leadership and direction in the business and it's left me feeling highly demotivated and honestly, quite down. I don't really feel like I have a place in the company any more, and I certainly don't have enough work to do. I need your advice on how I might explain this without it sounding like a blame thing - my boss is the MD, and he's the sales director's business partner.
I also don't want it to seem like I haven't been doing any work. I've been in a vicious cycle, though. I'm doing what I'm motivated to do, but the whole demotivated side of things have made me not proactive, which is really part of my job.
I could do with some advice, please. It's salary review time, and I have now been scheduled in for a review with our sales director. That's fine - he's rational and relatively compassionate, but he's probably going to challenge me on having asked for a ~10% raise and car allowance (in his words, you ask for a pony and get a hamster).
What I'm worried about is that I have issues with how I'm being managed. I feel like I lack leadership and direction in the business and it's left me feeling highly demotivated and honestly, quite down. I don't really feel like I have a place in the company any more, and I certainly don't have enough work to do. I need your advice on how I might explain this without it sounding like a blame thing - my boss is the MD, and he's the sales director's business partner.
I also don't want it to seem like I haven't been doing any work. I've been in a vicious cycle, though. I'm doing what I'm motivated to do, but the whole demotivated side of things have made me not proactive, which is really part of my job.
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I think a lot of it is down to how you approach the conversation. Focus on the value you could add and the ideas you have for how, specifically, you could add that value rather than that the current situation is poor.
There might be some context missing, but I don't think I'd ask for a big raise if I'm currently in a situation where my contribution isn't great.
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Cheers - that's what I'm aiming to do. I just need to work out how to frame it. I've still contributed a lot, despite feeling terrible. I think the conversation will have to focus on how I added value in the past year, as you say, but also on asking for new challenges.
Update!That's what I'm trying to focus on - it's a decent step up with further progression in the future possible - just trying to convince myself that I'm capable. Doesn't help that the of the other candidates is my old manager
Stage 1 passed - presentation and technical. Now onto the second stage, 1-on-1 interview with the Technology Director - who I get on very well with, thankfully. The other candidate is still my old boss
I think people are scared of having to actually read and think