Franke James is Editor/Founder of Office-Politics.com and Inventor of the Office-Politics® Game.

Peter R. Garber has worked as an HR professional for over 25 years and is the author of many business books including: Winning the Rat Race at Work and 100 Ways to Get on the Wrong Side of your Boss.

Dina Beach Lynch, is an Ombudsman, Author and former attorney. An award-winning mediator, Dina served as the Corporate Ombudsman for the 7th largest bank in the US helping over 48,000 employees to resolve workplace issues.

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's most experienced executive coaches. His 35-year career includes expertise in executive coaching, group dynamics, cross-cultural studies, clinical psychology, and training.

Arnie Herz, is a lawyer, mediator, speaker, author and consultant nationally recognized for his practical and inspired approach to conflict resolution and client counseling.

Dr. John Burton LL.B. M.B.A. M.Div. Ph.D. is an ethicist, mediator, lawyer and theologian. John is currently located in Prince Rupert, B.C., Canada, working with Canada's aboriginal communities.

I've been told (even though I have a graduate level education) that my educational field is not what they desire to fill the position...

Brandon and Seldman respond: "You have some important career decisions to make given the news you've received that your educational discipline area (not level) forms a glass ceiling you will not break through no matter how much  you deliver and no matter how vital your calming, competent effect is on the company morale and results."

February 2006

Dear Office-Politics,

I am a professional in a small agency who has never been officially  appointed in a managerial role but have had several managerial  responsibilities placed upon me by my previous Director. That  Director had me cover for her when she was on vacation, ill, etc. She did this stating that I was the only one who could manage the  strong personalities in the office... 

A few months ago that Director  was asked to leave and Administration asked myself and another co- worker in the office to assume some of the Director's  responsibilities while searching for a new Director. Administration  decided for several reasons to wait until the first of the year to  fill the position. They asked the Director from a Sister facility to  oversee functions at our office.  I felt prior to that point things  were running smoothly and office staff were cordial and respectful. Since the interim Director stepped in she has made it clear that neither I, nor my co-worker, have any authority. She has set precedent for staff  to contact her if they do not agree with our decisions. 

This has  caused chaos, insecurity, and opened the door for those who typically cause trouble to do so.  Now office moral is the lowest I've ever  seen.  I've tried to help maintain SANITY and order but feel that it  is spinning out of control.  I am still expected to do administrative  duties but have no authority to make decisions. I feel stuck. 

Staff are spinning out of control and are turning on each other.  Everyone keeps coming to me with complaints but feel uncomfortable if  I am given any authority.  To top it off I've been told (even though  I have a graduate level education) that my educational field is not  what they desire to fill the position.  I feel like I'm in a position  for staff to resent me for being in an authoritative role with no end  reward or advancement. Help, what should I do?

No-end-reward

Dear No-end-reward,

You have some important career decisions to make given the news you've received that your educational discipline area (not level) forms a glass ceiling you will not break through no matter how much  you deliver and no matter how vital your calming, competent effect is on the company morale and results. Maybe your field of study will open more doors elsewhere since you sound like a 'diamond in the  rough'. So give some thought to whether the potential is there for  your fulfillment in dollars, contribution, power, or whatever else  turns you on enough to stay so far.

Meanwhile, the immediate issue, that of what you called the INTERIM  Director, is therefore temporary, but it sounds like it saps the job of the satisfaction you at least derived from making a strong,  positive impact. This has been your source of "goodies" and positive  motivation and you also sound like someone who does not like disorder, incompetence, conflict, or low morale. So if you were  helping in these areas, you had a right to feel proud and now have a  right to miss those working conditions and psychological rewards.

Without knowing the interim Director, it's impossible to say what to  do, but we don't hear any clues that the person is resenting you,  treating you unfairly, stealing credit, being abusive, or the like.  She simply is a "rules and authority" driven position power sensitive  person and unfortunately does have the right to captain the ship and  convey that you might be first mate (if), but report to her and that  she no longer wants others coming to you. Tough break, but no fouls  that we hear. Frustrating, but you do have options to ponder until  such time that you choose to move elsewhere (which we're not urging  either way).

1) SELF TALK
Tweak your attitude by having savvy understanding that  this is life in organizations. Some styles are driven more by image,  power, and turf than substance, quality, and the like. Drain some of  the resentment if you can by reminding yourself that she has the  right and is not evil by taking the reins. For all we know, she may  be frightened about repercussions if she does not show she's the boss.

2) FEEDBACK
This does not mean she is taking the reins with any  apparent competence, and we do not doubt that there are sudden new  problems. So consider whether to bring her helpful feedback. If you  do, make it clear you totally are at peace with your role (even if  you're not) given she is the appointed Director and it's your job to  support her, make her successful. The implied message is, "My job is  to make you look great," not undermine you. You might choose to  therefore clue her in on SPECIFIC concerns that have been voiced  WITHOUT becoming either the mouthpiece of other upset staff, without  the Director believing you are in agreement or advocating, without  blaming her, etc. If you go this route, experiment with a very small  dose to check her reactions to such input, only speaking first in  terms of the results, current work morale and results and asking if  she has any interest in trying to together brainstorm possible roots  and solutions to fix the situation. If not, at least you know not to  be the messenger. If she IS open, perhaps you can become her ally and  right-hand person and gather more power. If not, at least maybe you  can provide behind the scenes help to right the ship. Again, be  careful with how you communicate the concern and if she's open to  discussing possible causes, include on the list any decisions or  actions that are creating the chaos (again, we don't have enough  specifics). If it's simply HER personality, that is tougher.

3) NO MORE ATLAS
You cannot be Atlas holding the world on your  shoulders. You CANNOT guarantee sanity even if your name WERE Freud  (he actually was no big hero there either!). You cannot be corporate  hero solving all if you have no authority. If she is a jerk it is not  your job to fix it, especially if she is rigid and unaware, but  defensive when you give feedback or try to problem solve in non- blameful ways. Work on the Lord's Serenity Prayer: "Lord, Grant me  the courage to change the things I can, accept the things I can't and  the wisdom to know the difference."

4) WHAT ABOUT THE WHINERS
Why are they running to you? Why are they  not approaching the interim Director? If they resent you, perhaps  they are unfairly displacing their frustration onto you. The first  time or two, hear them while calmly letting them know you wish you  had more authority to impact the environment but you longer do. It  hurts you just as much or more. Urge them to decide what they want to  say to the Director or if there are others who can be told who have  power to do something. If you DO want to take Step #2 above, and the  whiners complain without giving you permission to take their issues  higher, they are trapping you and need to be told. If they refuse to  go to the Director, refuse to allow you to take their issue along  with their name as you evenly express theirs and others' concerns,  then it's a set-up for crazy-making, so tell them! No offense to  them, but you do not have the power. This means they can contact a  competent therapist and pay them to let them whine! (Or at least YOU  bill on an hourly rate!). Seriously, you are shouldering lots and you  are not responsible.

5) THE UPSHOT
Given how all this turns out, at least maybe you can  not have your own smaller sphere of influence made more chaotic by  people putting you in this bind and "crapping in the nest where you  live." We get the image of Pigpen in the old Peanuts comic strip,  walking around with dirt and bummer attitudes that cloud the air. If  none of this helps, you DO still have the choice to leave.

Please let us know how you fare. You sound like a good person. We say  so! Thanks for writing to Office-Politics.

Warm Regards,

Rick Brandon, Ph.D. and Marty Seldman, Ph.D., Co-authors
Survival of the Savvy: High-Integrity Political Tactics for Career and Company Success
www.survivalofthesavvy.com