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<\/div>\nDear Stale-sliced-bread,<\/p>\n
It is possible to turn things around in your current situation but it will require hard work and patience on your part. You know you are the same person and just as valuable as ever but in fact the perception of you has changed.<\/p>\n
This is the starting point. How are you currently perceived? What is the \u201cbuzz\u201d <\/em>on you? Perception drives behavior that why we often use the saying \u201cthe difference between perception and reality is that people actually make decisions based on perception.\u201d<\/em><\/p>\n It sounds like there are negative perceptions about how much you contribute (your team being \u201cself-running\u201d)<\/em>, how you spend your time at work, and how much you come to work. These perceptions of you can be created by events, i.e. your behavior during divorce, bankruptcy or absence during illness. They may not be fair and balanced but they are directly related to the way you are being kept \u201con a short leash.\u201d<\/em> The key to improving how they treat you is to gradually change their perceptions.<\/p>\n One positive is that it seems clear how you are perceived. Your action plan should have two parts:<\/p>\n 1) Don\u2019t reinforce a negative perception.<\/strong> 2) Focus on visible activities that will change perception.<\/strong> I would suggest working on this plan for 3 to 6 months. After that time if you feel you have really changed but they don\u2019t change how they manage you then you will have to decide if the job is still what you want.<\/p>\n Thanks for writing to Office-Politics.<\/p>\n Sincerely, <\/p>\n Rick Brandon, Ph.d. and Marty Seldman, Ph.D. Co-authors,
\nRemember they have a mindset when they observe you. You remarked \u201cthe view is so blinkered.\u201d Be very careful not to reinforce their perceptions. For example, don\u2019t make comments about your \u201clow maintenance\u201d team and don\u2019t spend time on things that your boss would find a questionable use of your time. Additionally, don\u2019t miss work or meetings unless it is a real emergency.<\/p>\n
\nRemember that you not only need to change but you also need to get credit for it. Look for opportunities to demonstrate your impact on the team. Make it transparent how you spend your time. Improve your overall timeliness and attendance. If your bosses are reasonable people the perceptions will change over time. However, there are some people who form an impression and are reluctant to change.<\/p>\n
\nSurvival of the Savvy<\/a>: High-Integrity Political Tactics for Career and Company Success<\/p>\n
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<\/a>Rick Brandon, Ph.d. and Marty Seldman, Ph.D. are Co-authors, Survival of the Savvy: High-Integrity Political Tactics for Career and Company Success. Dr. Rick Brandon is CEO of Brandon Partners. He has consulted and trained tens of thousands at corporations worldwide, including Fortune 500 companies across a variety of industries. Dr. Marty Seldman is one of America\u2019s most experienced executive coaches. His 35-year career includes expertise in executive coaching, group dynamics, cross-cultural studies, clinical psychology, and training.<\/em><\/p>\n