New job or wrong job?

August 27, 2008 5:29 AM

New job may have been a bad move, what to do?

I started a new job a couple of months ago which I thought would be a good next step for my career because it was a big increase in salary and the work looked interesting. However it's turning out to be really frustrating. I have to work in a team, doing the same job as people who (it turns out) are much less experienced than me in running this kind of project. It doesn't help that I'm more naturally disposed to problem-solving and thinking strategically, kind of opposite to what's required of me here. I expected more of the job that it actually is - it turns out that the salaries are artificially high for the level of responsibility, and there's an unneccessarily high chief-to-indian ratio (I'm an indian with chief-type aspirations).

I like my colleagues but can't really relate to the general vibe because I'm bored by the work. This makes me feel terrible, I know I'm good at the details of what I do but I don't like having to collaborate when we're starting from basic principles every time. I also don't know if my angst is because this is a 'new job' or because it's the 'wrong job'.

Are there ways in which I can get involved without having to go over old ground and coming across as an annoying know-it-all (which I'm not, I just know *this* stuff really well and want to work on bigger things) or would we all be better off if I just looked for another job that's a better fit?

posted by anonymous to work & money (9 comments total)

Well, you could look for a new job. That's always an option, particularly if you're bored by the work.

But it sounds to me that you're afraid to fail at leading a team of people less experienced than you more than you have "wrong job" angst. And hey, maybe you know yourself - that you don't want to be That Leader Person - and that's okay. But won't proving that you can teach and lead others to do smaller things free up time on your end and also show that you're prepared to do "bigger things"?

I'd stick it out for at least a couple more months and then reassess. At least for me, it takes about six months to see a reasonable amount of what's expected of me at a job - schedule, workload, pressure, and personality extremes - and to really assess whether it's something that's for me or not.
posted by universal_qlc at 6:08 AM on August 27, 2008

Just take (some of) your concerns to your new boss, and see what can be done. Explain that you don't find the job at all difficult, and that you feel you could contribute more. If there are particular organisational issues with your work environment, be prepared with a list of ways you could make things better. Make it clear (even if it's not quite true) that you enjoy working for this company but feel like you could be much better used. You say you have aspirations to be a chief, so see what you can do to make it happen. Worst case, you leave the job anyway.
posted by le morte de bea arthur at 6:10 AM on August 27, 2008

you haven't been at this job for a long time yet are already bored and frustrated. that to me is a pretty clear indication this place is not for you. think about it in terms of a relationship: it's as if the exciting phase in which you still dress up for each other, pull your bellies in and don't poke your nose around them has passed way too soon and been replaced by that "just shut up already" phase when you wonder if this is ever going to work out again.

you haven't indicated whether you see potential for growth here. can you become chief at this place? will excelling at this project get you noticed internally? will they say "he saved us a lot of time and money because he is so quick/good/earnest/hardworking/whatever" or will they whisper that you're just not a teamplayer? whether this is a place that values a good meeting more than a good project conclusion is crucial because you have indicated that you will not be able to take it without sticking out.

consider talking to your local chiefs. try suggesting that you have done and can do more and be specific. bring solutions, not questions. phrase your ideas akin to the formula of "if you give me x, I will achieve y in z." sprinkle it with "saving you h" if you desire but they will be able to figure that out by themselves anyway. don't gripe without being constructive or you'll run the risk they'll only see you as a pain. pay close attention not just to how they respond but what actually happens.

finally, wait. if at all possible don't quit until you have a new job. not an offer but an actual job. you are in this situation now because you didn't do your due diligence before jumping last time around (that may sound harsh but I'm making a point here, so please forgive me should that be necessary). use the luxury of drawing a paycheck relatively easily to think about other offers, to scope out a potential employer, to ask around for other employees among friends. this may also be a great time to establish an emergency reserve. we all should have six month's rent in a savings account for a rainy day.
posted by krautland at 6:57 AM on August 27, 2008

It is entirely possible that they hired you expecting you to take some initiative and do more (after a settling in period, which they would probably expect to be 2-3 months). So show some initiative, demonstrate in small ways and then larger ways that you are a leader and see where it gets you. Start by presenting yourself like one -- make sure you are dressing a notch better than your colleagues, for example. After a few weeks of doing this, regardless of the results, go to your boss and ask if there are any projects he needs help with, or as "le morte" suggests, come with a few problems and ways to improve them. Trust me, managers like having people under them who take initiative to make them look good! Unless he is a total dick, he will understand and appreciate what you are doing, and reward you for it.
posted by kindall at 6:58 AM on August 27, 2008 [1 favorite]

Once your colleagues get a few projects under their belt, they will have more experience. You generally have to wait a while for a team to gel, anyway.
posted by The Light Fantastic at 7:44 AM on August 27, 2008

You can't be a good chief until you learn to be patient and teach. Not everyone is at your skill and knowledge level and you need to bring those people along quickly, efficiently and teaching along the way.

If you've been through this work a couple of times with your team, then they should be rapidly approaching your level. They may not have as detailed of a knowledge as you do, but they should understand the method, how to structure the problem, etc. If you haven't managed to teach a team that's far below your skill level, then you aren't really earning that big salary.

The higher up organizations you climb, the more you need to depend on people. You rarely get to pick your team and you usually get stuck with a few people who are underqualified or unmotivated (and sometimes you get a flat-out troublemaker). If you want to be chief, you need to learn how to develop and motivate people.

It's possible that this job is just a bad fit, but it sounds like you could grow your leadership skills in this role. Think of it as a development opportunity for you, not in your specific discipline, but in leading and mentoring.
posted by 26.2 at 7:58 AM on August 27, 2008 [1 favorite]

Perhaps lobby to have a another experienced worker added to your team?

I would set yourself a deadline, and don't even think about leaving before that deadline. Pretend that it's not an option. See what you can learn and do. After that, reassess and if you really hate it, leave.
posted by sondrialiac at 8:24 AM on August 27, 2008

"Having to go over old ground and coming across as an annoying know-it-all" sounds a lot like being a "chief." Bosses can often be annoying for these reasons. I guess I'm questioning your drive to be a chief if you don't want to deal with people who need help with the basics of their job.

The indians I've known that have best risen to chiefdom have made the team look good while also demonstrating their own value. Backstabbing, condescending, and belittling your teammates won't get anyone ahead in the long run.

As others have mentioned up-thread, demonstrate your competence and ability to take on greater responsibility. If your teammates value working *with* you then they will more likely value working *for* you. Only if the organization resists formally (or informally) promoting you then worry about jumping ship.

Consider writing a manual or FAQ for your team. That might demonstrate your mastery of the job and alleviate some of the repetitive teaching.
posted by GPF at 9:32 AM on August 27, 2008

It all depends. Do people want to learn and get better at their jobs? Do the chiefs welcome leadership contributions from the Indians? If both of these are the case, then this is a good chance for you to practice mentoring your team. Managing a team requires a big mindshift - you'll spend most of your time thinking about your people, processes, strategy, etc. and you'll delegate most of the execution to your employees. Trying some of those roles on for size is a good way to see whether you'd actually be happy as a manager.

On the other hand, if your team is complacent and the managers aren't interested in having the boat rocked, you might be in the wrong place. The "many chiefs to Indians" bit is concerning. Bosses in that situation tend to get territorial because they have to protect their small fiefdom to justify their position. Your description also implies that they're not looking for strategic thinking from you. Do they expect line employees to follow orders while higher-ups do all the planning and problem solving? That situation is endlessly frustrating especially if it's a reduction in scope from your previous job.

If you don't know for sure yet whether either of these cases is true, your best bet is to talk to the leader who you think has the most respect for you. Pick one piece of the problem and ask for advice on how to tackle it - i.e. your desire to grow into a manager or to participate more in strategic issues. Their reaction and the subsequent fallout will tell you volumes. If they are receptive, great. If not, you've learned what you need to know without burning too many bridges.
posted by rhiannon at 7:21 PM on August 27, 2008