I’m on vacation. Here are some past letters that I’m making new again, rather than leaving them to wilt in the archives.
1. My coworker is wearing jewelry that signifies a dominant/submissive relationship
I recently realized that one of my coworkers wears D/s jewelry every day. (Funny enough, I wouldn’t have recognized it had I not been a devout reader of your blog and read the letter from the person asking about wearing a collar to work!) Now that I’ve noticed the jewelry, I feel like I can’t un-notice it. I’m all for people living their own best lives, but overt sexuality at work makes me incredibly uncomfortable. (Can I blame my Catholic upbringing? Because I’d really like to blame my Catholic upbringing.) I work with this person regularly and am on friendly terms with them. We don’t discuss our personal lives with each other, so I would feel weird bringing up the issue of the jewelry. While we both work for a children-focused nonprofit, my coworker doesn’t interact with the public in any way. I think my concern is too petty and intrusive to bring to HR. Any tips on how to “get over“ the discomfort?
You’re right that it’s definitely not something you should bring up with HR or raise with your coworker.
I don’t know exactly what the piece of jewelry is, but there’s no guarantee that she’s wearing it to signify a dominant/submissive relationship! That stuff isn’t exclusively for D/s relationships, so it’s possible she just saw it and liked it. In fact, there were a bunch of commenters on that previous letter saying they owned similar jewelry with no symbolism attached.
So to get over your discomfort, why not decide that’s likely the case here? There’s a decent chance it really is and that your coworker would be horrified (or just amused) to find out how you’re interpreting it.
– 2019
2. My coworker keeps telling people she’s my boss
I’ve worked on a small team in a large company for about ten years. I have two peers — same pay grade but different functional work — one of whom started after me, who I’ll call Jack, and one of whom has been there about 20 years, who I’ll call Jill. We have together been through a half dozen bosses.
Both Jill and I have been encouraged to take the manager of the team position as our bosses have left, and both of us have repeatedly declined. I like the career I have and have no interest in converting to management. Jill seems to want the authority of being the manager without any of the responsibility. She frequently tries to assign work to Jack and me, repeatedly directly tells people inside and outside the company that we are her employees (in front of our current boss), and scolded our current boss because he “needs to clear changes to team assignments” with her first — which he immediately made clear to her that he does not need to do, as he is the boss.
So far, I have simply ignored this, since I work at a different site and don’t see most of it directly, but I’m starting to run into issues because she’s told this lie to so many people that there is confusion among some vendors and the teams we work with, especially since we do change bosses frequently. Our current boss has called her out when she claims Jack and I are her employees, and she claims she “misspoke” or that our boss or other hearers “misunderstood,” so talking to her directly isn’t terribly productive.
Is this something I should keep mostly ignoring and just correcting with individuals as needed? Given that she won’t own up to the fact she is doing this, I can’t think of any way to say, “Knock it off. If you want to be the boss, then take the job next time it comes up!” What do I say to someone when they have been directly told by Jill that she is my boss, and I have to correct that lie?
It’s bizarre that she’s doing this in front of your boss, who would obviously know the truth.
I think you do need to call it out directly, both on principle and because it’s causing confusion. It doesn’t matter that she’ll deny it; there’s value in calling it out and making it clear to her that you’re not going to tolerate it. You also don’t need to prove that she’s doing it in order to be able to speak up. It’s come up enough that you can safely say this to her: “Jill, why are you continuing to tell people that you’re my manager?” If she says she hasn’t and that people just misunderstood, then say this: “It’s happening frequently enough that if it’s a misunderstanding, it’s being caused by something you said. But to make sure we’re all on the same page, you’re clear that you’re not in fact my boss and that we’re peers, right?” Assuming she says yes, then say, “Okay. I’ll assume there won’t be further misunderstandings, but if there are, I’m going to ask (boss) to intervene.”
Or you could skip that last part and go straight to your boss now, which would be more than reasonable.
When you need to correct the facts with someone who’s been told Jill is your boss, you can just be matter-of-fact about it — “No, that must have been a miscommunication! Jill and I are peers. I report to Fergus.”
– 2017
3. My mentor got fired and now I’m questioning what she taught me
I started a new job in payroll last July and on my first day got paired up with Jane, a current employee. Jane had been handling most of my job for a few months and also had years of experience with payroll even though she was in a different department here. At the time, Jane was presented as an excellent resource for me to find out about the job and the company as a whole. We even were given an office to share, so she would be readily available to answer any questions that I had. We had many long conversations about her experience and opinions of the company and her input really shaped my impression of my job.
Six months after I started, Jane was fired. Since then, I have heard snide remarks about Jane from others in her department that she was not a good employee.
I have not been able to reconcile the first six months of working with Jane with this new information. Even though I didn’t take all of her advice, I did listen to everything she told me and believed much of it because of her experience. For instance, she told me a particular manager was terrible at his job (a position that she had before), yet I have heard positive feedback about him from others now. Should I forget everything that Jane told me? How should I filter out the good from the bad?
Do what you would do if you’d never had those in-depth conversations with Jane: form your own impressions, based on your own experiences with people, and reserve judgment about people you don’t work with yourself.
It’s possible that Jane’s impressions were all pretty right on. It’s also possible that they were way off, or somewhere in between. You’ll probably have a better idea of how you rate her accuracy once you start forming your own impressions and can check how well they line up with what she told you. You might find you come to similar conclusions, or really different ones. Stay open-minded and see what happens.
One thing to think about though: If Jane was very quick to share negative opinions about others when you started, that’s actually a strike against her. People with good judgment usually don’t rush to dump negativity onto a new hire and will be more discreet. So if looking back, that’s what happened, I’d bring some additional skepticism to bear.
– 2019
4. My VP insists on leaving papers in my chair instead of my inbox
I’m the admin for a team of four in a large company. It’s an okay job and I’m an okay admin. It’s a step back for me but I need the money. We have a new VP who insists on leaving paperwork for me on my seat. This is a major pet peeve of mine. I have an inbox on my desk for a reason. I’ve told the new VP this several times but he refuses to use the box. He says he doesn’t want his work to be missed. I put his papers in the box, on the bottom. However I’m tempted to start chucking them out. An I overreacting or is he being rude?
You are overreacting. Yes, ideally he’d comply with your request — but ultimately, as someone higher in the hierarchy than you, he can decide how he wants to do this. And who knows, maybe he works with other people who prefer urgent stuff go on their chair so they see it right away, and it’s not reasonable to expect him to track the inbox vs. chair preferences of everyone he works with. Or maybe it’s not that at all; maybe this is just his preference. It’s just not a big deal either way.
And it’s definitely not a big enough deal for you to expend energy or capital on it. Pick up the papers, put them in your inbox, done. (And frankly, rather than sticking them in the bottom of the box, you should look at them to see how they need to be prioritized. You’ve got to prioritize doing your job well over getting petty payback to him.)
I think you’re choosing to see this as some kind of power play. It’s not; it’s just a thing some people do. Let it go.
– 2019
