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When Ginni Rometty was CEO of technology corporation IBM, she introduced skills-first hiring, arguing that the filters we typically use, such as education and experience, are not helpful in many jobs. Instead, companies should ask themselves what skills are required to succeed in a given rolesay, computer programming or selling softwareand then find job seekers who either have or want to acquire those skills, even if they dont have a computer science or business degree. By creating on-ramps through internship and apprenticeship opportunities, which are more common in European countries, IBM was able to dramatically broaden its talent pool. A skills-based approach holds the promise of better matches between jobs and employees, Rometty and coauthors suggest. The question, then, is how to best assess an applicants skills during this stage of the hiring process. Do the typical techniques used today, such as interviews and assessment tools, enable us to identify the best talent for the job? Unfortunately, the evidence suggests the answer is likely no. Interviews, for example, are fraught with problems. Numerous biases can lead us astray. To name but a few: In-group bias makes us prefer people who look like we do; stereotypes lead us to prefer candidates who look like the typical employee; halo effects cause us to put too much weight on first impressions; and confirmation bias makes us look for evidence confirming our gut instincts while ignoring contrary information. Sadly, seeing an actual person and receiving additional information such as demeanor and appearance did not counteract interviewer bias. In some ways, being confronted with another human makes things worse. We cannot help but be influenced by what job applicants wear (our favorite color maybe?), how they speak (with a dialect maybe?), and how they look (attractive maybe?). Based on a large data set from entrepreneurial pitch competitions as well as laboratory experiments in the U.S., we know that such irrelevant factors affect evaluators. Investors favored pitches delivered by men, especially attractive men, even when the substance of the pitch was identical to the pitches presented by women. In light of this, we should not be surprised that interviews, particularly unstructured ones, are bad predictors of future performance. It is in these unstructured contexts that unconscious bias flourishes. When people have discretion in their judgments, rules of thumb such as stereotypes are hard to avoid. Here are a few ways to make interviews and other formal assessment tools more effective and fair: Create an Interview Checklist It all starts with a simple list. What is it that you want to evaluate? Determine the skills, knowledge, and competencies a successful candidate should have and design the questions you want to ask accordingly. Each question should elicit information that allows you to better assess something you care aboutand, ideally, focus squarely on the competencies required. We are always astonished to discover that questions like Please tell us about yourself or What are your greatest strengths? are still beloved by many interviewers. What competencies are these questions testing, exactly? It is also important to define the criteria you will use to evaluate responses beforehand so that you know what you are looking for when talking to a candidate. It is easy to be swayed by, say, the first candidates vision but then completely focus on execution when you talk to the second candidate. The list will help you focus and make sure you collect comparable information on all the criteria you care about. To conduct a gold standard structured interview, ask all candidates the same set of questions in the same order. Determine a scoring rubric and the weights you want to give to each question beforehand. You might want to weight all of them equally or you may decide that the responses to your first and your fourth question are essential, so they should get more weight. Improve the Interview Process In addition to designing a set of questions based on what you look for in a candidate and deciding on the scoring of the responses and weighting of the questions, you also need to think about who will be involved in the interview process. Note that while it is helpful for candidates to meet a diverse set of interviewers, diversity on the selection. In interviews, have candidates meet the evaluators one-on-one. While panel interviews are common, we advise against them. On a panel, interviewers are unable to form truly independent judgments as they will be influenced by each other, increasing the likelihood that they fall prey to groupthink, where the groups judgment is worse than the aggregate of the interviewers individual assessments. Much of this influence is subtle and unconscious, such as noticing whether a fellow interviewer is leaning forward or back (indicating interest or disinterest in what the candidate is saying); whether their tone of voice is excited or judgmental; and whether they are nodding along and taking prolific notes as the candidate is speaking, or checking the messages on their phone instead. When interviewing, take notes for each response received and compare candidates responses horizontally. Submit your scores multiplied by the weight you have assigned to the question to the person leading the recruitment process (often, someone from HR) who can aggregate all final scores received for each candidate. Much like you should not meet with a job candidate in a group, you should not discuss your thoughts with other evaluators before you have submitted your scores. It is just too easy to fall right back into what you have successfully averted by meeting with the candidates individually: groupthink. The territory is particularly treacherous if you hear the most senior persons opinion before you have made up your own mind. A good practice is that even in the final calibration meeting, after everyone has submitted their scores, the most senior person speaks last. You cannot leave the evaluation of your candidates up to your gut instinct. The more discipline we can add to the evaluation processby moving from unstructured to structured interviews and from informal to formal skills-based assessment toolsthe more likely we will be able to identify the best possible job candidate. And what is even better, in most cases the additional rigor also helps us overcome our biased assessments, particularly if we examine the impacts our tests might have on various groups beforehand. From the book MAKE WORK FAIR: Data-Driven Design for Real Results by Iris Bohnet and Siri Chilazi Copyright 2025 by Iris Bohnet and Siri Chilazi. Reprinted by permission of HarperCollins Publishers.
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Peak performance is a state of consciousness where youre in a rapt moment of attention, totally absorbed and focused on the task at hand. Everything else disappears, and time seems to pass quickly. Often called flow or the zone, its a state where your mental and physical performance goes through the roof. When was the last time you felt like you were in the flow? Like the work you were doing, or the challenge you were facing, aligned perfectly with your abilities for optimal performance? Weve all felt flow state before, but as workers, entrepreneurs, and community members struggling with the stresses and pressures of daily life, its worth the effort to learn to cultivate flow deliberately. The good news is its possible to train yourself to move into it when needed, says Steven Kotler, author of The Art of Impossible: A Peak Performance Primer. Flow is universal, he says. Anyone, anywhere can get into it, provided certain conditions are met. . . . Instead of it being an elusive state, it can become more reliable and repeatable. What is a flow state? Psychologist Mihaly Csikszentmihalyi, a psychologist and professor of psychology at Claremont Graduate University in Claremont, California, is believed to have first introduced the concept of flow. In his book Flow: The Psychology of Optimal Performance, he describes it as: The state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it. Flow is that sweet spot on the edge of difficulty, where youre challenged a bit beyond your comfort zone but not so much that you struggle to continue. When youre in flow, time passes differently, your ideas are firing, and youre super focused. Theres a misperception that flow can mean being carried away by any experience, but when youre binging Netflix youre not in a flow stateyoure relaxing, or maybe just wasting time. Flow is a state of optimal performance during which our creativity, productivity, and mental health are enhanced. To experience it, we need to find a task that is challenging enough to require our full attention but not so overwhelming that we feel defeated. And that balance is worth finding for many reasons besides just getting stuff done. The benefits of a flow state Surfing is a 1,000-year-old sport, and 20 years ago the biggest wave ever ridden was 25 feet. Today surfers push into waves 100 feet tall. Whats behind the insane progress? Flow, says Kotler who is also the author of The Rise of Superman: Decoding the Science of Ultimate Human Performance. Flow is an optimal state of consciousness, when you feel and perform your best, he says. Its the moment of total absorption. Time speeds up or slows down like a freeze-frame effect. Mental and physical ability go through roof, and the brain takes in more information per second, processing it more deeply. It can be a pleasant experience, but more importantly, its an intensely productive one. A 10-year study conducted by McKinsey found that flow made executives five times more productive. Creating the conditions to get to a flow state can be an impactful way to conquer burnout and increase productivity and creativity. Studies show that people who experience flow report higher levels of happiness. A University of Sydney study found that flow is associated with higher levels of creativity and innovation. Flow has also been shown to reduce anxiety and depression. How do you induce a flow state? Getting into flow happens in a specific way. However, its not a one-size-fits-all process, due to personality. Following someone elses system can be dangerous, says Kotler. What usually happens with personality, personal growth, and self-help categories is that somebody figures out what works for them and then tries to teach others, he says. As a general rule, its a disaster. You need to figure out what works for you. 1. Set a clear vision of the future. Focusing on the next hill wont help a marathon runner much if she doesnt know the course shes supposed to be running. Its the same in business. Avoid vague aspirations and instead set clear and measurable targets. Research indicates writing down goals can dramatically increase your likelihood of achieving them. Write down specific longer-term goals, but also try to think more directionally and set small, achievable milestones along the way. For example, if youre trying to climb a mountain or get 100 customers, think about the first customer, or the first 100 yards uphill, and then the next. This way youre not limited by the end goal (and can keep adding steps beyond it) and each step along the way gives you a sense of accomplishment. Video games are often cited as one of the most quickly accessed sources of flow. Theres even a game Flow that pays homage to Csikszentmihalyi. Achieving a state of flow is part of what makes playing video games so enjoyable. Video games like the classic Super Mario World offer players an experience that almost reaches 100 stages. What makes this manageable is the experience is broken up into 96 parts spread across nine worldsinclusive of bonus worldseach with their own checkpoints. Breaking it down this way makes it more likely youll stay motivated as you achieve and complete those steps. The key here is to carefully plan out your steps by: Identifying your goal Creating a list of key milestones Putting them into a calendar Get started 2. Take care of your body and your brain. Your physical and mental health have to be in a welcome state for peak performance. Kotler says there are specific things you must do to maintain your energy levels on the physical side: perform: Get adequate sleep every night Maintain good hydration and nutrition Have regular social support and interaction On the cognitive side, anxiety hampers performance in a significant way and there are many ways to curb it. Kotler suggests you tue up your nervous system with a daily gratitude practice. He recommends making a list of three things youre grateful for and turn it into a paragraph. This is shown to reduce anxiety, he says. He also recommends having a mindfulness, respiration, or breathwork practice. Eleven to 20 minutes a day of focused breath is enough to consistently lower anxiety and regulate emotions. And the third, he suggests getting 20 to 40 minutes bursts of exercise where you can feel your lungs expand and youre flushing out stress. When youre starting, Kotler suggests doing one of these a day. Of course, you might find other techniques are best for maintaining your own mental focus. Kotler admits none of the tricks are cutting edge or sexy. Theyre simple psychological interventions that evolved millions of years ago, he says. If you want to rely on [a] substance, tool, or technology to get into peak performance, theres a problem. When your boss calls you into the boardroom, you need something reliable and repeatable. Flow follows focus. It only shows up when you have attention on the task at hand. 3. Find your flow triggers. According to an article from Eton College, Flow triggers are components of experiences that drive dopamine and/or norepinephrine through the brain, both of which can facilitate focus. Flow triggers are individual-based, so you have to figure out what works for you. For example, one trigger for some people is having high consequences, such as the CEO of your company calling you into the boardroom. It involves an element of danger, and someone with a high-risk-tolerance might find this trigger pushing them into peak performance. Another flow trigger is deep embodiment, which is when you expand your physical awareness as you learn by doing. Your triggers can change over time as your personality and strengths evolve, adds Kotler, who recommends rotating through triggers to keep flow showing up. 4. Remove distractions. One contributing factor to flow is the singularity of focusyou can achieve this by shutting out interruptions. The type of work you do may have some built-in limitations, but choose instead to focus on the areas you can control. There are Do not disturb settings on practically every device and software you use. Turn them on. Then, set a time boundary around the work youre doing. If youre a writer, set a goal of writing for 30 minutes without interruptions. If youre a designer, create a brief, gather all the necessary materials, and work on the design without stopping. Your productivity will skyrocket when youre not task-switching every five minutes. You cant attain a flow state if youre multitasking. Besides, multitasking is often just doing multiple things sub-optimally. Here are some ways you can remove distractions while you work: Limit your multitasking by shutting down every application you do not need Turn off any notifications that are not absolutely essential Put your cell phone out of sight Clear off your desk space Declutter everything within your field of vision Just like many video games have elegant information displays that do a great job of helping you focus only on the numbers that matter, if you can see it, it should relate directly to what you are doing. 5. Select the soundtrack. The quality of video game music has advanced dramatically since the original bleeps and bloops of arcade games like Donkey Kong and Space Invaders. Many video game soundtracks are stand-alone works of art in their own right, but Fast Company writer, organizational development practitioner, and video game enthusiast Jonathan Harrison especially recommend soundtracks from role-playing games like the Final Fantasy game series. The ideal works are sweeping orchestral pieces that fit the bill for being both pleasing to listen to and are noninvasive. This is the perfect combination for productivity-inducing background music. 6. Enforce time limits. A timer counting down creates a sense of urgency. Many video games have built-in time limits that specific tasks must be completed within. The presence of a time-tracking system also allows for better management of time resources, and can help keep a project on track. The motivation produced is as important as the evasion of procrastination. A study conducted by social network company Draugiem Group determined the ideal time for productivity is 52 minutes of focused intensity, followed by 17 minutes of break time. This cycle allows for focused and purposeful activity with an anticipated break at the end. But you can experiment to see what amount of time works best for triggering your own flow state. Tracking the time should be simple. Apps or programs like Marinara Timer will allow you to set a timer for a specific period of your choosing. So, you can take the guesswork out of when to set your next alarm, and provide a visual reminder of the countdown. 7. Disable autopilot. The atmosphere around you can trigger flow, and Kotler says novelty, unpredictability, and complexity will get you there. In surfing, no two waves are same, he says. In business, the idea is to get out of habits and routines. Automatic pilot is efficient and routines save the brain energy, but it doesnt put you into flow, says Kotler. Instead, shake things up. Vary your route. Even brush your teeth with the wrong hand. Against-the-grain tricks will demand focus, says Kotler. Pixar is a great example of a rich environment, says Kotler. Steve Jobs designed an atrium in the center of its offices, positioning the meeting rooms, cafeteria, mailboxes, and bathrooms around it. Steve Jobs artificially created the environmental conditions that massively upped the amount of novelty, unpredictability, and complexity in the environment because people across departments and disciplines started running into each other and having conversations, says Kotler. As a result, flow, innovation, and creativity went up. 8. Measure resultsbut not while doing the work. Of course, tracking results is important. But its equally important to do this in a way that doesnt interrupt the flow state youve worked so hard to achieve. Set a routine to avoid micromanaging your goals. This could be a dashboard that shows daily or weekly revenue metrics, or establishing regular check-ins with your team to review progress. 9. Reward yourself for success. Another important key to productivity is recognition. Video games are especially good at rewarding and recognizing positive behaviors and results. Part of this lies in the programming. Many modern games allow for in-game trophies or achievements for completing certain tasks, usually giving very specific details as to how to accomplish the feat. Unlike the typical workplace when the conditions are met, the award is immediately received every time. Consistency is much easier in a virtual world, where rewards and achievements can be doled out through an automated process, since this minimizes the likelihood good behavior will fail to be recognized, or poor performance will go unnoticed. This is part of the challenge managers face when overseeing groups in the workplace. When it comes to personal productivity, establish a set of prizes you will award yourself with upon completion of a task or milestone. The best part about managing yourself this way is you know what matters most. For example, maybe you know that youre not motivated by rewarding yourself with an episode of reality TV, but you are motivated by a cup of coffee or a sushi dinner to look forward to. 10. Push past your fears. Unfortunately, flow can be elusive even if youve set the table perfectly. Fires must be put out and sometimes avoiding distractions is impossible. Beyond that, some of the biggest obstacles to getting in flow are often internal: negative self-talk, doubts, and fears. But the truth is, fear is an almost inevitable by-product of pushing your boundaries. With practice and a few fear-busting strategies, youll develop the resilience to overcome these internal blockers and get into the optimal state to do your best, most creative work. The brain cant tell the difference between physical consequences and emotional risk, says Kotler. Taking social risks is the same as physical risks. Speak up at meetings, share creative ideas, approach a stranger or tell the truth when it feels awkward. In Silicon Valley, the idea is to fail fast or fail forward, he says. If youre not giving employees space to fail, youre not giving them space to risk. Move fast and break things. Engage in rapid experimentation. High consequences will drive flow and you get further faster. By cultivating a flow state, you can achieve productive happiness: a state in which you feel energized, motivated, and fulfilled by your work. And as a bonus, youll likely be more successful in the process. Flow shows up when were stretching, pushing our skills to the max, says Kotler. Its an uncomfortable place to be in the moment, but the payoff is a deeper life satisfaction. Greg Smith and Jonathan Harrison also contributed writing, reporting, and/or advice to this article and a previous version.
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No one enjoys working for a boss who is constantly checking up on them and micromanaging their every move. Were motivated by a certain degree of autonomy to achieve goals based on intrinsic talent, not just external feedback and direction. But when your boss is regularly unengaged for long stretches of time, the joy of independence may soon shift to concern about their capacity and commitment to help you achieve your career goals. An absentee boss can lead to feelings of alienation, job dissatisfaction, and stress. How an absent manager hurts employees In my experience coaching senior leaders with absentee bosses, Ive seen firsthand the damage they can do. Take Rob, a managing director at a top-tier global professional services firm. Robs boss, a powerful partner at the firm, provided Rob with no direction or guidance when it came to his work or career. In addition, he didnt respond to his emails or calls and provided no feedback to Rob other than an occasional verbal lashing. Unsurprisingly, this left Rob dissatisfied, managing his teams in the dark, and deeply concerned about how to make it to the next level in his career. Another client, Jana, served as the global head of a business unit within one of the worlds largest financial institutions. Her business unit was part of a recent acquisition, and her formerly supportive boss, concerned about his standing in the new company, shut her out and now appeared to be threatened by her. He became unresponsive and created barriers to her integration within the new company, disinviting her from meetings where she should have played a substantial role. He also attempted to restrict her travel to network with other leaders at the company. Absentee bosses represent the extreme and worst of laissez-faire leadership. Your boss is arguably the one person in your company with the most influence over your future promotion. Not knowing whether they will advocate for you when opportunities come up, plus not being able to connect regularly to make your case, can complicate your advancement potential. How to deal with an absentee boss Performing well in your job and growing as an employee when your boss is effectively absent presents a unique dilemma. But if you follow these strategies in managing up and increasing your organizational value in their absence, youll have a better shot at controlling your career destiny. 1. Determine if its just you. If your boss has other direct reports besides you, talk with these peers to see what their experience has been with your manager. You may find that they feel the same way you do. Is it possible that there are extenuating circumstances that have contributed to their behaviors? It doesnt solve the problem of a missing boss, but it can help make a challenging situation feel easier if you see that its not personal. And if you do discover its just you, this is good information. 2. Assume your manager has positive intent. Shift to an empathic mindset, imagining what it would be like if you were in your bosss place. Have there been recent changes within the company or in some other aspect of their life that may partially explain the situation? If your boss is pulled in a thousand different directions, for instance, constantly asking for advice or reassurance is going to be alienating. For example, one executive Nihar Chhaya worked with had a friendly relationship with his boss who supported his career growth as well. But because his boss was highly introverted, not particularly ambitious, and wasnt very plugged into networks across the organization, any discussions with him about career development were generally limited in value. The more this executive tried to request his mentorship and support for a lateral or upward move, the more his boss began to politely deflect to other topics. You probably got a sense of your bosss style when you interviewed, says career expert Vicky Oliver, author of Bad Bosses, Crazy Coworkers & Other Office Idiots. Think back: Was your interview succinct and to the point or did you get a window where your supervisor was truly focused on the conversation without interruption. How do they like to communicatetext, email, or Skype? Is their style rapid-fire or thoughtful? 3. Make clear, specific requests to your boss. Amy Cooper Hakim, founder of management consultancy Cooper Strategic Group, and author of Working with Difficult People: Handling the Ten Types of Problem People Without Losing Your Mind suggests that you keep a running list of questions, concerns, or needs, then ask for exactly what you need to get those needs met when you have your managers attention. When your boss knows the specifics of what youre asking for and how long it will take, theyre more likely to both make the time and be prepared with the information and resources you need, she says. And if you have one half hour a week where you get the face-time you need, Oliver says, youd better be prepared. Think about the time you have and how your boss prefers to interact, then work on asking for what you need accordingly, she says. And always continue to document your successes so you have a record of how youre developing and driving results, which you can show to your boss when the time is right. Whenever Rob needed to catch his bosss attention, for example, hed send an email with RESPONSE REQUIRED in all caps in the subject line. He would make an explicit time-bound request for the support he needed. Heres an example of what he would say: I need you to review and approve this contract/presentation by Friday or we will not meet the clients deadline. Youll also need to be persistent in your follow-up. Dont expect to stop at just one email. Be opportunistic about stating the case for what you need when you happen to see your boss. This may seem extremely frustrating, but it beats the alternative of having their absenteeism impede your ability to make progress and deliver results. 4. Meet your boss where they are. In working to bridge the gap between you and your absent boss, it helps to recognize whether the separation is geographical, caused by a lack of emotional connection and trust, or a mix of the two. If you are traditionally close to your boss on a personal level, but suddenly a new remote work environment or some other shift has made it difficult to connect, try suggesting a weekly or bi-weekly call. This arrangement can ensure a steady work rhythm and maintain your visibility in a way that doesnt overly burden their schedule. In those calls, accommodate your bosss style by noticig the moments where they are more engaged and less so. It can help to proactively offer help on the things that they need most immediately, and then introduce longer-term issues like your career development. For instance, if you can tell from their mannerisms that theyre impatient, match their pace by speeding up and being concise. You may ask them, I dont want to take up too much of your time, whats the most important thing I can do this week to ease your burden? Then when you sense they are inviting you in mentally, you can say, by the way, as we are reaching the next quarter, I wanted to run something by you around my development plan; can we arrange a chat at your convenience? By seeking first to understand their tendencies and meet them where they are, youre in a better position to ask for their support on your career goals because you created a sense of comfort and reliability first. If the distance between you is more of a lack of connection, its important to activate your emotional intelligence and communicate with self-awareness and curiosity, rather than the typical small talk. As research from Harvard Business School shows, physical closeness in organizations isnt always possible, but for healthy, productive teams, mental and emotional proximity is essential. The way to reduce the psychological distance between you and your boss is to create conversations that foster, among other things, intimacy and intentionality. This means that you must take the responsibility to initiate interactions that enable deeper exchanges of trust-building, listening without judgment and gently guiding your manager to consider things they may not readily see but that ultimately will make their job and life easier. One way to do this is to think ahead about the challenges they will face, and offer to help with no expectations about how they will respond. You should also try to stay on their radar in non-intrusive ways that further the dialogue and convey a sense of care without a personal agenda. For instance, reach out and check in on them, just to acknowledge their impact on you or the team and ask if they need anything. If they arent responsive to your occasional efforts at reaching out, leverage the moments after scheduled team meetings to follow up with them on issues of importance and how youll deliver on action steps. 5. Step into the void. Nature hates a vacuum, so see how you can use your bosss absenteeism to step into a higher level of responsibility and hone your leadership skills. As you step up to lead, keep your boss informed so that you can make decisions to keep moving ahead. Email is your friend here. For example, Jana would let her boss know: I will be moving forward with this decision on Monday unless I hear from you that you prefer another course of action. Or: I saw that this was a problem and I am planning on addressing it with a sub-team later this week. Let me know if you have any concerns and/or thoughts you would like us to consider. This is a moment for you to go beyond your own needs for validation in the absence of your boss and embody the leadership role you want to advance into anyway. So first, make sure you dont let your performance slip. Remember that someday your boss may move on, or you will, so how they are acting shouldnt dictate your commitment to your role and the company. But at this moment, and provided your boss doesnt feel insecure or threatened by your initiative, you may be able to demonstrate even more value to him despite the distance. Increase your presence with the team to improve cohesion. Be the cheerleader they need for connection and momentum. Of course, keep your boss informed every step of the way, but offer your help and time to keep everyone in a state of harmony and efficiency. 6. Be bold. Oliver says that you need to remember that you were hired for a reason and youre there to add value. So, pipe up in meetings with good suggestions. Think about what you believe your boss would doand do it. Sometimes, you just need to take action and let your gut and good sense guide you. And, for better or worse, youre going to get feedback, she says. When you add value, people are going to tell you how they feel. Even if it isnt your boss, it could be somebody else whos important there that will tell you how they feel about your ideas. Then the trick is to try to take the feedback, even negative feedback, grow and learn, she says. 7. Develop your internal network. When youve got an absentee boss, you sometimes need to take matters into your own hands and create your own support system, Hakim says. Look for development opportunities and people who can help you both in your organization, in professional groups, and through your network. If your organization offers a mentoring program, join it. You shouldnt close your window so much that youre only looking at that person who directly supervises you, she says. There are people who can help you all around you. Its just a matter of finding them. Find the office know-it-all, Oliver says, and the person who might have held your job before you and gotten a promotion. You may find other mentors or people who simply know the company ropes and can give you insight and feedback, she says. Its important to be able to cultivate mentors and turn people into mentors who dont necessarily expect it. And if youre new to the role or company, use that to your advantage. You typically have a few months of grace period where people are happy to help out the new person. 8. Be prepared to look elsewhere. Quitting when you have a bad boss can be hard for many reasons. But if youve done what you can to salvage the situation and things havent improved, it may be time to look for opportunities elsewhere. Lynda Gratton, professor at the London Business School, recommends employees ask themselves two questions: Am I working at a place that will keep me healthy? Am I working at a place that will help me learn? Use these questions as a litmus test: If you cant check both those boxes in your current situation, you may be best served by finding someplace elsewhere you can. Ultimately, Jana concluded it would be best to move on and is now happily working at a new organization with a more supportive and engaged boss. If you find yourself with an absentee boss, the unfortunate truth is that it will be on you to make the situation better for yourself. Inthe corporate world, those who get promoted to leadership positions arent always suited to managing people. Hoping your boss will change will likely be a waste of time. Accept your feelings about the situation, and drum up the energy to employ the above strategies to succeed in your current role. And if that doesnt work, put your energy toward looking for a position that will give you the opportunity to thrive. Nihar Chhaya and Gwen Moran also contributed writing, reporting, and/or advice to this article and a previous version.
Category:
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