DODGING ISSUE SENDS WORKER A NEGATIVE VIBE.

Byline: Ken Lloyd On The Job

Q. I told my manager that I was interested in applying for a particular open position in our department. He said that he was working on other priorities but would keep me in mind. On Sunday, I noticed an ad for this position in the paper. I'm very annoyed and I'm not sure what to do. L.F.

A. Your manager is sending a loud and clear message about his view of your suitability for this position and about his skills as a manager. In a word, he does not think much of you for this opening, and it sounds like he does not think much at all.

If he felt that this is the wrong slot for you, it was managerial responsibility to get back to you to discuss the matter, whether you are qualified for the position or not. The fact that he didn't is an indicator of questionable managerial skills.

Your best action is to approach him in a positive and businesslike style. Let him know that you noticed the ad and are still interested in applying. Be prepared to present those aspects of your work experience and qualifications that point to a high probability of success in this position.

Q. When I joined this company, a person was assigned to be my mentor, but he is always too busy to help me. The last few times that I approached him, he was rather nasty. I don't want to cause problems, but I need more guidance in this job. What is the best way to deal with him? M.S.

A. When a mentor acts like a tormentor, the best first step is to continue to try to work with him. However, instead of approaching him and asking a number of questions, confine yourself to one key question: When are the best times to meet?

If he is willing to set some appointments and keep them, then you can start with your most important questions and deal with lesser questions over time. With increased contact and familiarity, your mentor will get to know you on an individual basis and may be less likely to treat you so hastily in the future.

However, if you find that your mentor either refuses to make appointments or cancels them, your next step is to approach your manager and explain the situation. You should not trash the mentor during this discussion, but focus instead on your desire to learn and grow and the fact that your mentor is too busy to provide much guidance at this time. Tell your manager that you would appreciate any help that he or she could provide in this matter.

The action that your manager takes will give you a clear indicator as to whether the company regards employee development as a fact or a fad.

Q. There is a core of highly skilled employees who report to me but seem to be trying to make me look bad. My manager told me that they met with him, and he said that I should try to pull my department together. I've met with this group, and we've had productive discussions, but nothing changes. How do I handle them? E.G.

A. You are dealing with a cadre of self-inflated employees who believe that their skills provide them with an invincible shield and the right to say and do whatever they want. It is very nice that you have had productive discussions with them, but if you want things to change, it is time to manage them.

If you have evidence that they are trying to make you look bad, isolate the specific behaviors that substantiate this claim, and then call this behavior what it is: insubordination. The next step is to meet with these employees again, only this time you should do so on an individual basis.

Clearly describe the specific inappropriate behavior and let each employee know that it is unacceptable. Give him or her an idea of more suitable alternative behaviors, along with information regarding the consequences associated with continued problems in this area.

These employees are going to push until they find your limit. Let them know they just found it.