Author: UnitedHR

How to Handle a Newly Created Position

A newly created position means you might have to be your own mentor and create your own systems from scratch.

You have just got a new job. In fact, it is not just a new job but it is also a newly created position.

Or perhaps within your current organisation, you have been shifted to a newly created position- you are the first person to hold this title.

Companies often create new positions based on their requirements, long-term goals and even due to concerns about employee retention. While such innovation is a great idea to ensure smooth transitions on paper, implementing it in real life can be challenging.

What can you do if you have been put in a newly created position? Read on!

Define, define, define:

A newly created position has no predecessors- no former holder of the position who could mentor or looked up to. No one knows how a day at work for them is going to look like. In such a situation, it is a great idea for the employer and employee to work in collaboration and define the working aspects of the role.

  • Define the expectations
  • Define the long term and immediate goals
  • Define the duties expected and not expected
  • Define who is going to be a part of the interactions in terms of departments, personnel, and teams

It might be tempting to wing it and make the new role as it comes, but before one could have a scope to learn, adapt and improve, some structure needs to be there. Think about it this way- while working in and with a newly defined role might feel freeing, like skating in an empty rink, it is also necessary to ensure the rink itself has strong railings and boundaries, and that one has an understanding about the kind of skates to be worn to ensure a graceful skating experience. A game, no matter how new, requires some rules to ensure there is some method to the madness.

 A newly created position means it is unlikely that a system is going to be in place. Working in already established roles has the benefit of simply replacing someone in an existing system. Working in a newly created role means you may have to develop a system, and that’s an opportunity to build a best, if not the best system. And the first step to do that is to define and concretize.

Be Flexible:

On the other end of this spectrum of defining expectations is the urge to follow a preconceived template of how systems are meant to function. It is important that one keeps an open mind, and remains flexible and receptive to the possibilities that might crop up.

It is also possible that the expectations and systems that you defined and set up earlier may become unnecessary, obsolete, or may need constant tweaks for a while before something gets settled. Be open to such possibilities, rather than fretting over things going wrong.

Things might go wrong indeed, initially as one tries to apply the position into the real world, and real repercussions are discovered about certain steps. Be open to trial and error, be open to change, and be open to reworking and redrawing plans until something stable is formed. As author Jon Acuff says: ‘momentum is messy’. Creation and change can be messy because they change the existing status quo, and that can be quite a tumultuous process. But that also means that things are moving, which is a great sign in itself.

‘Hybrid’ Roles:

A newly created position is often a mix of two to three other roles, and as a result, concerned with two to three departments or teams at a time. This means a person in this new role may have to correspond with all those departments, along with the team-leaders of those departments.

A mix of multiple roles, and reporting to ‘multiple bosses’ demands a certain level of interpersonal and social skills, dealing with multiple perspectives, along with an ability to integrate all inputs into a coherent system. It helps to draw up clear expectations and a plan to balance the multiple departments.

Newly created positions are created for a reason, and it is important to remain true to that reason, and at the same time accept that one will need to take a growth-oriented, flexible and open-minded approach towards the newly created position. Creation of systems, expectations, objectives and tasks might undergo a change, and that is but a natural result of momentum.

Conversation about Careers, Equality and Respect

Having equal respect for the variety is the key.

As Women’s Day as approaching, familiar conversations about gender and women empowerment would be coming up. While equality remains a common point of conversation while talking about these issues, it is also worth examining what are we genuinely looking for when it comes to equality, and if there are areas where we need to understand if equality is something that is the genuine need, or perhaps something more nuanced.

Respect and Equality:

The way men and women have to take up roles and responsibilities in a family setting, typically is not the same. While conversations about redefining gender roles and having a more ‘equal’ atmosphere abound, the reality is that the genders are different, and how a woman might handle a conflict, raise a child or manage her work will be different than how a man does.

Equality doesn’t simply denote ‘sameness’; it should and denotes equal respect. Perhaps, the need then should be to pay equal respect to approaches that a man and a woman might take to their responsibilities instead of simply saying things like ‘men and women are equal’. Men and women are different, with different ways of approaching personal and professional lives, and it is the differences that need to be equally respected.

The Different Approaches to Career:

Take for example the way a woman’s career trajectory is often looked at. Many times, life-stages like motherhood are considered impediments to her career! Not to mention how men are most of the times denied the importance of paternity leaves. How ‘gendered’ is our notion of a career! Organisations and personnel connected to management might benefit by understanding the difference in approaches to career, specific to the demands the two genders are faced with. An article by Harvard Business Review brings to notice some crucial points to keep in mind when it comes to questions about careers of women:

  • Pausing one’s career to look after domestic demands is not a bad thing. In fact, it is sometimes necessary and even in that pause, development doesn’t stop. Skills from time-management to personnel management are developed through the domestic duties that women often traditionally end up taking.
  • A slow pace is still progress. Say Mrs. A had a child, and in balancing her professional life, and looking after a small child, her career’s pace got slowed down. She remained in one post for around 8-9 years. Does that mean she would have no opportunity ahead? Does that mean she shouldn’t resume at a faster pace when the child has grown up enough? Does a slow pace mean a complete impasse? Of course not. A career can still be fruitful and successful, even with a slow pace. One can take pauses while climbing the ladder.

In other words, the time and intensity with which women can engage with their careers will be different than how a man does. As a result, the approach they take will also be different. That difference in approach, rather than being seen of a lesser value, and as makeshift, should be seen as an approach that is as necessary, valid and respected.

In an age of uncertainty, and of times when both men and women are faced with crises that challenge them to be better versions of themselves, it makes sense that we all act in support of each other, rather than competing unnecessarily. Variation in approaches in problem-solving, whether personal or professional, should be explored with an open mind, and a curiosity, rather than rivalry, animosity or the need to overly simplify ‘equality’. The first step lies in establishing respect for the differences.

Team UHR extends warm wishes for Women’s Day in advance!

A Different Approach to Decision-Making

Decision-making does not have to be daunting and stressful with these different approaches.

When we think about making a decision about something, we almost always think about two roads diverging. A fork in the road. A choice to make.

Metaphors like this can be very daunting and overwhelming. Decision-making as a process can be pressurising by itself. So instead of increasing the pressure with such heavy metaphors, why not think of some lighter metaphors for decision-making?

A Closet Full of Jackets:

As a conversation between authors Ryan Holiday and Tim Ferris brings to our notice in The Daily Stoic podcast, when we think about decisions, when we think about the ‘choosing one of the forks in the road’, we think going back on the ‘other’ road is not possible.

Ferris suggests that instead of the fork, the process of decision-making could be seen as a process of opening a closet and choosing the jacket you wish to put on. If you don’t like the jacket, you can always put it back and choose something else that suits your needs better. No drama, no do-or-die anxiety to deal with.

Decision-making often is actually a matter of trial and error in the process; of choosing the right jacket from the closet.

It’s not a ‘wrong fork’ you chose- it’s actually just a different jacket that’s needed! Say, you decided to change your career, and it didn’t go according to plan and now you decide to go back to your old career. Viewing that decision as the ‘wrong fork’ would make you feel horrible about the change in plans. However, viewing it as the time to go back to wearing your old jacket would enable one to de-escalate the pressure, see it for what it is- an experience to learn from, instead of an experience to be bitter about. Just a jacket to change back to.

There are More than Two Forks on the road:

Some of us would still be sceptical of this approach. What if we don’t wish to go back? Some decisions are indeed irreversible.

In that case, one more approach comes in handy- why see only a two-forked road? Why not think of the forked road like a cutlery fork- having multiple forks, multiple arrows, each leading to a different outcome? Having a sense of more choices, instead of a ‘this or that’ approach would be freeing. There isn’t just a plan B, but also a plan C, D and E.

There are not just two roads diverging- there are perhaps four or five roads, and we have the choice to weigh in our options, and then make a decision.

So, the next time you find yourself at cross-roads and a decision must be made, remind yourself that you are not actually at cross-roads and are instead looking at a process of trial and error. You are looking at a vast closet full of different jackets to try out, and you just need to pick the one that helps you combat the weather. If it doesn’t, you can always go back and change! You are looking at a road with multiple forks, and you have a broad set of potential outcomes to choose from!

Managing With Empathy-Drain: Navigating the various forms of Empathy

Empathy drain is often faced by professionals involved in personnel management and leadership roles. How does one manage that?

People in leadership roles these days are often encouraged to cultivate empathy in their role. Managers, leaders, mentors etc are considered to be doing a good job when employees feel safe to voice their concern, when they feel their voices are being heard and considered.

The younger generation of employees in fact often value empathy in leadership as a major deal-breaker or -maker. A Gallups survey cited by Harvard Business Review found that among a sample of 1000 workers who left their jobs during the Great Resignation, 58% did so because they found their managers lacking empathy.

Empathy is the thing to develop.

But is it a sustainable quality to develop for people at managerial positions?

Empathy Drain:

A survey by Future Forum found that middle managers reported more burnout than any other kind of workers.

Many managers often feel like they may have to do a trade-off: either have empathy, and drain yourself and endanger one’s well-being, or don’t show empathy and leave the employees in the midst of issues.

When one is dealing with people, and your job is to make sure the people make good use of their competence, it is inevitable that the one in charge of it would be drained out. What’s more, being empathetic might also mean one takes on the feelings of others, leading to more burnout- physical as well as psychological. The cost of having empathy, of ‘getting’ what people are going through, is to end up actually getting what people are going through. Even people in caregiving professions such as nursing, training, teaching may experience what is called ‘compassion fatigue’ or ‘empathy burnout’.

Getting what your employees go through might not be a very healthy thing for anyone’s well-being, especially managers and leaders.

But there seems to be a balanced way out of the empathy drain.

Tuning into empathetic concern:

Empathy comes in a variety of forms, as per the article mentioned above. We can differentiate between empathetic concern vs. emotional empathy and mindfully tune our behaviour accordingly. Empathetic concern involves having concern for others and finding solutions based on that concern. Emotional empathy involves taking on emotions of others.

Understanding these forms of empathy could be a key to not feeling drained out due to empathy, and at the same time, not come across as a heartless person.

Say for example, your colleague or employee comes to you about a problem they are facing. Emotional empathy would be to start feeling their problem as your own. This could lead to a possible roadblock because you would be too involved in trying to understand their feelings. You might also end up taking on the work of this employee, and at the end of the day, you would be overworked and drained, and the employee would end up feeling like a burden and possibly with no sense of having overcome the problem.

Showing empathetic concern on the, other hand, would be seeing their problem, and offering support and insights into possible solutions. This would lead to keeping a healthy distance, and helping others step in their power to solve their own problem. The employee is likely to feel empowered, and you would have channelised your sensitivity in the right direction.

Empathetic concern would mean helping the employee get their sense of agency and finding ways to raise them from their misery. Emotional empathy would be getting what the person is going through, and getting so involved in their problem that one forgets to think about a solution.  Of course, sometimes, one can only listen in some situations, and let the experiences integrate themselves. But this tuning out, between having emotional empathy and having empathetic concern is the line between helping someone yourself, and empowering someone to help themselves. 

How Dealing with Difficulties is Easier than Thinking about them

Accepting the reality of difficulties, and taking it one moment at a time can be a better strategy to deal with it than thinking about it constantly.

The past few years have taught us two crucial lessons which balance out each other in a harmonious way. Lesson one being: things can definitely take a turn for the worse, and the immediate lesson two being: we are resilient and stronger than we think.

Whether we are dealing with global events, or day-to-day situations at work, it is worth keeping in mind that thinking about a difficulty gives us a harder time than actually living through the difficulty. That is not to say that personal and collective losses, difficulties shouldn’t be taken seriously or that they don’t impact. The gist is that dwelling on a difficulty takes a greater toll on us than accepting the reality and doing something about it. Consider these scenarios.

-A candidate seems to have ghosted on an offer and now you are wondering how you are going to undertake the process all over again, and what are you going to tell your client! Now what?

-The person who was supposed to be your flat-mate has suddenly cancelled and now you are left with the burden of paying the entire rent. You can’t stop thinking about what you are going to do and how you are going to manage with your time of financial crunch. Having the flat-mate was part of the plan to share the burden in the first place! Now what?

-Your workload seems to be increasing progressively through the week, you don’t ever see it reducing. Plus, a colleague has fallen sick, and their part of the workload is soon going to fall on you as well. As if your own workload wasn’t overwhelming you enough! Now what?

We can go on with endless scenarios of this sort. In situations of uncertainty and difficulty, dwelling on those situations is almost never something that makes things better. Instead, what can be done is to:

Accept the reality: We are often living on edge about perceived negativity of a situations. We often feel like something truly horrible cannot ever happen to us. The truth is, it can. Situations can turn horrible and uncertain. But that is part of being a human, and we are all gifted with resilience. The sooner we accept the reality, the sooner that resilience can come to surface.

Be kind to yourself: Perhaps you think it is because of you that something went wrong. Maybe you didn’t communicate well enough, or you were a poor judge of something. Maybe yes, maybe no. Only hindsight can give us answers to such dilemmas. Whether something was your fault or not, it is worth reminding yourself that it is okay to make mistakes and learn from them. While holding yourself up to a high standard and work-ethic is a good practice, being accountable and the best version of yourself should overlap with being kind to yourself.

Take the present, one moment at a time: On the other spectrum of dwelling on what has happened, is thinking about the future (often the worse-case scenario). Living in the present, practicing mindfulness is the key here to finding the solutions. As uncertainties and difficult times fall upon us, it makes sense to pause, and think only about what the immediate next step should be. The rest, we do not know. Step one, step two. Step three and four would soon unfold and we would eventually know how step five looks like. We don’t know it yet, but we would. Soon. The beauty of living in the present, and embracing that we don’t know is that step ten might surprise us pleasantly!

Difficult people, difficult situations, uncertain times and exasperating times of ‘oh here we go again’ might follow us wherever we go. But the key lies in adapting a growth-mindset. Meaning? To embrace that reality, have a willingness to learn and grow, and to take it one moment at a time, knowing that we don’t know. Knowing that living through a difficult situation is a lot easier than thinking about it.