Ask the Amys: Favoritism, Unsupportive Managers, and More
Episode
35 min
Read time
2 min
Topics
Career Growth, Productivity, Relationships
AI-Generated Summary
Key Takeaways
- ✓Maternity leave pushback: When senior leaders suggest slowing down after returning from maternity leave, directly challenge the advice by asking if they would say the same to someone returning from paternity leave. Redirect the conversation to specific growth opportunities and state clearly that you will make your own decisions about pacing while requesting support for your ambitions.
- ✓First-time manager diagnosis: Before taking action with 43 direct reports, spend several weeks diagnosing productivity issues by interviewing influential team members to understand root causes. Restructure to reduce direct reports to 8 or fewer, set clear expectations with your boss about timeline needs, and consult Linda Hill's article Becoming the Boss to understand common misconceptions about the transition from individual contributor.
- ✓Career stagnation tactics: When managers deflect promotion discussions with vague responses like be patient, make direct statements such as I am ready to move into a more challenging role to signal you will not stay indefinitely. Propose specific next roles rather than asking general questions, research how others advanced in the organization, and set a three-month deadline for visible progress before considering external opportunities.
- ✓Remote rapport building: Build connection with distant managers through four elements identified by Stanford researcher Pam Hines: shared context through common systems and language, shared identity by using we language, informal interaction beyond status updates like virtual coffee meetings, and aligned incentives without overlapping roles. Schedule non-transactional conversations focused on relationship building rather than only sending project updates.
- ✓Emotional regulation boundaries: When direct reports cry during feedback sessions, continue delivering the necessary feedback rather than stopping the conversation. Hand them tissue, ask what specifically is upsetting them to understand the source, and clarify that you need to be able to give feedback as their manager. Let the emotional response happen without trying to fix it, then move forward with the workday.
What It Covers
Amy Bernstein and Amy Gallo answer listener questions about workplace challenges including returning from maternity leave while maintaining ambition, managing 43 direct reports without training, dealing with unsupportive managers who block career growth, navigating favoritism dynamics, handling emotional employees who cry during feedback, and addressing performance issues after organizational restructuring.
Key Questions Answered
- •Maternity leave pushback: When senior leaders suggest slowing down after returning from maternity leave, directly challenge the advice by asking if they would say the same to someone returning from paternity leave. Redirect the conversation to specific growth opportunities and state clearly that you will make your own decisions about pacing while requesting support for your ambitions.
- •First-time manager diagnosis: Before taking action with 43 direct reports, spend several weeks diagnosing productivity issues by interviewing influential team members to understand root causes. Restructure to reduce direct reports to 8 or fewer, set clear expectations with your boss about timeline needs, and consult Linda Hill's article Becoming the Boss to understand common misconceptions about the transition from individual contributor.
- •Career stagnation tactics: When managers deflect promotion discussions with vague responses like be patient, make direct statements such as I am ready to move into a more challenging role to signal you will not stay indefinitely. Propose specific next roles rather than asking general questions, research how others advanced in the organization, and set a three-month deadline for visible progress before considering external opportunities.
- •Remote rapport building: Build connection with distant managers through four elements identified by Stanford researcher Pam Hines: shared context through common systems and language, shared identity by using we language, informal interaction beyond status updates like virtual coffee meetings, and aligned incentives without overlapping roles. Schedule non-transactional conversations focused on relationship building rather than only sending project updates.
- •Emotional regulation boundaries: When direct reports cry during feedback sessions, continue delivering the necessary feedback rather than stopping the conversation. Hand them tissue, ask what specifically is upsetting them to understand the source, and clarify that you need to be able to give feedback as their manager. Let the emotional response happen without trying to fix it, then move forward with the workday.
Notable Moment
One manager discovered her two male direct reports complained to her boss about not trusting her abilities after being layered under her in a reorganization. The hosts reframed this as potentially a tantrum about perceived demotion rather than actual competence issues, advising her to let the noise settle while proving her value rather than getting consumed by whether gender bias was the primary factor.
Episode Transcript
Okay. Time for ask the Amys. This is when listeners send us their dilemmas. They may be interpersonal. They may be with their managers. They may be about their own professional development, and we chew them over and share our thoughts. That's right. And today's questions are around returning from maternity leave, dealing with an unsupportive manager, being taken seriously as a first time manager, plus a couple other things. Let's start with a question about returning to work after having a baby. Yeah. Okay. So I'm gonna read this one to you. Alright. This is from a listener who is back at work pretty recently, and she asks, how can a woman returning from a career break or maternity leave effectively handle comments or advice from senior leaders, such as take it slow, your family is important, or don't pressure yourself when you express interest in taking on more responsibilities or pursuing growth opportunities. As a new mother, I find myself second guessing whether I should aspire for growth or take on challenges, especially after receiving well meaning advice to just slow down. How can I balance these external perspectives with my own ambitions? Well, let's start with stop second guessing yourself. Yes. No one knows you better than you know yourself. Right? Yes. So in the moment, you can say, no. I'm I'm pretty sure I wanna take this on. Yeah. And if the person keeps pressing you, you can say with a smile on your face, if I were returning from paternity leave, would you be saying this to me? Right. Right? Yep. Well and I'd like even to draw a contrast to say, you know, I know some people like to slow down after they have kids. Don't say women. Right? Like, I know some people like to slow down after the kids. That's not where I'm at right now, so I'd love to talk about my opportunities. How how can I drive this forward? Right. I mean, at some point, you have to move along. Yeah. And so changing the subject to topic a, which is I wanna take on this responsibility. Here's how I'm thinking about it. No excuses. No. I know I'm just back from having a baby. No. I know I have a lot of responsibilities. You have to explain that. Yeah. You're professional. Yeah. Right? Yeah. And I think the other thing because if we assume the comments are well meaning, it may be that that person's experience was that they wanted to slow down. So you might even ask them questions. Oh, what was it like for you after you returned having kids? What were your challenges? Oh, I think I'm in a different position. Here's where I am. This is what I'm thinking. So just acknowledging that they're probably giving you advice from their own perspective because that's what most of us do, but that it may not be relevant to you. And she may have to even say, …
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- Becoming the BossRecommended
by Linda Hill
“consult Linda Hill's article Becoming the Boss to understand common misconceptions about the transition from individual contributor”
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