Influencing an Irresponsible Colleague

Irresponsible colleagues become skilled at appearing to be busy.  Many organisations have them: people who are able at managing the impression they create to those who work above them, but don’t actually shoulder much of the work in their teams.  These colleagues prefer to let deadlines slip, arrive late at some meetings or miss others altogether.  They always have a ready excuse or ‘reason’ for why they failed to do their share of the work.  They place strain on their more industrious team colleagues, safe in the knowledge that one of them is likely to bail them out.  A pattern is quickly established whereby the irresponsible colleague doesn’t do all or some of their work on time or to standard, and one of their colleagues steps in and does it for them.

Irresponsible colleagues can be energy-sapping and draining to deal with. Not only can you end up doing their work as well as your own, but they appear immune to feedback. When challenged about why they have failed to meet a deadline or skipped a meeting, they can be quick to create a half-hearted promise to change their ways, but subsequently carry on as if that challenge had not occured.

However, a well crafted, skillful confrontation can influence an irresponsible colleague towards approaching their work in a more committed way.  Click here to keep reading and find out how.

Imposter Syndrome

Imposter Syndrome is very common amongst successful people at work.  Imposter Syndrome is the fear that, no matter how successful or well qualified you have become, you are not really that good at what you do.  And that, one day, someone is going to find you out, call you a fraud and leave you to pick up the pieces of your shattered credibility and self-esteem.

If you identify with this description, the good news is you don’t have to struggle with these fears. Because that is what they are: fears you have generated about yourself which are not actually the truth about you. Those fears are a reflection of a series of self-limiting and self-defeating beliefs, thoughts and feelings, all of which can be challenged and replaced by self-confident, life-affirming alternatives.

I firmly believe that confidence is a learned skill. Enabling clients to develop their self-confidence, and demonstrate greater self-belief, is a key goal in most coaching programmes. If you would like to read more about how I work with issues around Imposter Syndrome click here.

Working with Challenging Colleagues

Do you know that for many people, working with colleagues with whom you have few shared values, little in common, and different aims, can be one of the greatest sources of strain at work. The challenge is compounded by the energy it takes to manage a challenging colleague in a closely structured working relationship.

A challenging colleague is a member of staff with whom you need to work closely in order to get things done to standard and on time.  But this colleague says one thing but does another. They commit to certain deadlines which then pass without the work being completed.  They volunteer to do certain things by certain times, but then don’t follow through on their promises.  There is only so much pressure you can apply. You need to work with this colleague day in, day out.  Your challenge is to find a way of handling them so that the process of the work becomes less stressful.

Learning to work alongside challenging colleagues like the one described above takes a set of specific carefully crafted skills, tools which can be learnt simply and straightforwardly.  For access for more resources on how to handling a challenging peer effectively click here.