Ask the expert: workWork & careers This article is more than 15 years oldHelp, my boss sleeps at his desk
This article is more than 15 years oldQ I work for a small charity. It is a crucial time for the organisation, and there are several factors that make me wonder about our long-term future.
Firstly, the executive director sometimes sleeps at his desk for up to 40 minutes. Also, because he likes to spend time out in the field, work on projects that interest him and go away regularly for extended trips, we really need to get a general manager in place - not least because his managerial skills are lacking.
He doesn't anticipate changes or ensure we have decent systems in place. Also, he is simply not the type of person I can bounce ideas around with. He is very set in his ways, and gives more attention to details than to the overall picture.
Secondly, our directors are very hands-off. There is no framework for staff support, and no one seems to be actively keeping up to date with employee regulations.
Thirdly, we have outgrown the office we are in and desperately need a place we can grow into - probably in a different location. However my boss is very reluctant to move office (he told me once that it would spoil his social life).
Lastly, though by no means least, our rate of pay is about a third less for similar work in other organisations (I've done my research!).
I have been invited to give a talk about my work to the board in a few weeks. I want to bring these issues up in a way that is effective and hits the right note with them, in order to prompt the necessary discussion and action. What's the best way of going about it?
KB
A: I've had to edit your letter quite a bit, but hopefully have managed to retain your key worries. Although, I have to point out, there are a lot of them. And if you really were to bring up all these issues with the board at once, I'm not at all convinced that you would receive the reception you're after.
Let's start at the top: your boss sleeps on the job. Really, this is not a matter for the board. Or, to be totally honest, for you. You certainly don't suggest it's affecting his job. In fact while on the one hand you're cross about him grabbing 40 winks every afternoon, on the other you're resentful because he's off out in the field. Which is it? Too energetic or altogether too slothful?
Which leads me to the next point: I think you just don't like your boss. Look at all the faults you find (sleeping aside): that he can't manage; he has no vision; he can't organise your systems; he is set in his ways; gives his social life priority over the business (although, again, is presumably happy to sacrifice that for extended trips).
I'm not saying that there aren't bad managers about - but he has managed to keep a charity running and still growing. He must be doing something right.
So take a deep breath and list your manager's good qualities. If you can't get five decent things on there, it's time to consider your position. It may be that he really is rubbish. It may be that you just think you know better. Either way, this is not a good place for you to work.
But I imagine you will find five things your boss does brilliantly and you can use them to improve things. Explain how inspirational his fieldwork is - and that a general manager would free him up to do more of it.
Push for him to do more special projects for the charity and ask if someone could be hired to sort out the IT system as part of this.
Talk to him about these things privately, before putting them before the board. There is a risk if he says no to everything that you'll have to go against him in front of the board, but if you are as frustrated with work as you sound, that is probably a risk worth taking.
Which brings us to the board. Again, choose the flattery route: point out how valuable their input is, and that you'd really appreciate more of it. They may just be nervous of standing on your boss's toes.
Finally, we come to office and pay. I wouldn't labour the point: just say that more space and a more fit-for-purpose office would allow the charity to grow more quickly. You are not in a position to demand the organisation moves, and I'd be cautious of even pushing it this far.
With pay it's a bit different. That salary differential is in part down to the location of your work and the fact you don't have the associated living or commuting costs of being based in a city.
That doesn't mean you should accept such a large pay gap. Try to find out how your colleagues feel about the salary structure. Be discreet, but don't feel guilty for talking about it - that may be one reason why wages have stayed so low. Then try and present to the board and your executive director as a united voice. You will have much more leverage as a workforce than as one employee - particularly one who has plenty of other issues to work through.
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