Each week Dr Kirstin Ferguson tackles questions about workplace, career and leadership in her advice column Got a Minute? This week: aggressive accusations, an exhausting job hunt and a questionable redundancy.
My new manager is impossible to work with. I’ve been at the same organisation for more than 10 years and have always had excellent relationships with colleagues and customers. But since a new manager arrived, communication has become extremely difficult. They often give instructions while walking away or turned away from me, so I have to repeat myself, raise my voice or move to where they can hear me. My manager has then criticised my tone and accused me of being intimidating. I tried to raise the issue constructively, but the meeting ended badly, and I was asked to apologise. Since then, the relationship has deteriorated further. I now avoid speaking to my manager wherever possible, which is making it increasingly difficult to do my job. What should I do?
It sounds like you tried to resolve this communication issue professionally, but the discussion has now become about your behaviour rather than the problem itself. I can understand why you feel vulnerable and avoiding talking to your manager is not a sustainable solution. My sense is you may need to see whether you can move within the organisation in order for things to return to an even keel.
If a transfer isn’t possible, keep a factual record of occasions where unclear communication has affected your work, and continue responding calmly and professionally. Ask the more senior manager for another discussion, framed around improving how you and your manager communicate rather than revisiting past disagreements. Perhaps see if you can speak to them individually at first so you can have a calm, factual conversation before your manager is there to disagree.
If your manager is now questioning your conduct with others, in the meeting with a senior manager you can ask for specific examples. You deserve to know what is being alleged so you can address it. Good communication is a shared responsibility, and your employer has an obligation to help create a workplace where everyone – you and your manager – can work effectively.
After a successful start to my career, my job came to an end late last year. It’s been really tough trying to find a new one that I actually want to do. How do I keep my head up as the search goes on?
It is clear you are feeling disheartened and no doubt wondering whether you will ever find a new job. Looking for work can be emotionally draining because so much of it is outside your control. Rejection is disappointing, but please remember it isn’t always a verdict on your ability or on the kind of person you are.
Instead of measuring progress by job offers alone, track the things you are doing which you can influence. This might include strengthening your network, refining your applications, developing your skills and staying visible in your industry. Those efforts often produce opportunities long before they produce offers.
Beyond that, perhaps widen the idea of the kind of job you are seeking. Perhaps this is the moment where you can redirect your experience and expertise into something entirely different?
I was a senior leader in a large public-sector organisation when my role was made redundant during a restructure. While my employer described the process as fair and generous, many of my former responsibilities continued in newly created roles, and I was left questioning whether there was ever a genuine pathway for me to remain. I was invited to apply for a role that appeared to replace mine, but its selection criteria had changed significantly, and the redeployment options offered seemed to make accepting the redundancy payment the only realistic choice. My employer insists the process was genuine and there were no concerns about my performance. How can employees tell the difference between a legitimate redundancy and a process that appears fair on paper but feels designed to achieve a predetermined outcome?
A genuine redundancy is about a role no longer being required, not about wanting a particular person to leave. That doesn’t mean every restructure that feels unfair is unlawful, but you are entitled to understand how decisions were made and whether consultation and redeployment obligations were genuinely considered.
If you believe your role has effectively continued under another name, or that redeployment was never genuinely explored, you can seek advice early from your union, an employment lawyer or the Fair Work Ombudsman about your workplace rights. If you believe you’ve been unfairly dismissed because the redundancy was not genuine, the Fair Work Commission may also be able to deal with an unfair dismissal application, provided you meet the eligibility requirements and strict time limits.
Even if a redundancy is lawful, everyone deserves a process that is transparent, respectful and consistent.
To submit a question about work, careers or leadership, visit kirstinferguson.com/ask. You will not be asked to provide your name or any identifying information. Letters may be edited.
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Dr Kirstin Ferguson AM is the author of Blindspotting: How to See What Others Miss and Head & Heart: The Art of Modern Leadership. Kirstin is ranked in the world’s Thinkers50 list and holds a PhD in leadership and culture. www.kirstinferguson.com.Connect via X, Facebook or email.
