GUT FEELING MAY MEAN IT'S TIME TO LEAVE JOB BEHIND.

Byline: KEN LLOYD On the Job

Q I get this bad feeling in the pit of my stomach every day before I go to work. At first I thought it was because I was in a new job, but it's been almost a year, and I just don't feel right. I don't mind the job, and the people are nice, but I have this feeling. Can you help me? M.B.

A Your ``gut feel'' is telling you that there is something about this job that you cannot stomach. In fact, the way you describe your work is rather revealing. As opposed to saying that you enjoy the job, you state that you ``don't mind the job.''

You should make a list for yourself of everything that you truly want in a job, from the most important factor to the least important, and then place a check mark by each of those factors covered in your present job. You are going to find some items that are not checked, and they are the most likely sources of your ``gut feel.''

With this list in hand, you should put together a plan. Depending upon the content of your list, you may need to consider a job change or a move, but the list could just as easily be telling you to continue your education, seek a transfer, clear the air, push for a promotion. There is something deep inside of you telling you to make some changes. If you don't listen to yourself, who will?

Q Our committee meets regularly to evaluate project proposals, but one member always comes unprepared and spends his presentation time reading through his proposals that he is obviously looking at for the first time. The result is we waste time and have to put his proposals back in the agenda for the next meeting. What is the best way to deal with this? E.C.

A When one person regularly comes to a meeting unprepared, it actually means that there are two people whose preparation skills are rather thin. The first is your associate who prefers to prepare for the meeting on your time rather than on his, and the second is whoever is leading these meetings.

It sounds like your associate goes through this same routine at every meeting, and although the leader must be aware of the problem, the only action he or she takes is to table your unprepared associate's proposals to the next meeting, and this obviously does not induce him to change.

If you and some of your colleagues have a decent working relationship with this individual, you can tell him that his actions are wasting everybody's time, and all of you would be most appreciative if he would prepare for these meetings, adding that you are willing to help if he would like.

If you do not have this kind of relationship with him, or if you get nowhere in your discussion with him, you should review the situation with whoever is running the meetings. And, if this person is not prepared to act like a leader, then you should prepare yourselves to discuss the matter at a higher level.

Q. Six employees report to me, and one works far too slowly. The quality of his work is always very good, but he causes delays for the rest of the department, all of whom produce high-quality work. I have strongly advised him to step up the pace, but he still creeps along. What can you suggest? I.M.

A Rather than advising a slow-moving employee to step on the gas, you should slow down and try to find out what may be causing the delay.

People work slower than their associates for any number of reasons, and there is no single strategy that energizes all of them. For example, some work slowly because they are rather compulsive, some have a fear of making a mistake, while others may be trying to get back at management.

Discuss this employee's performance with him and let him know the kinds of problems that his pace is causing, while adding some suggestions to help him work more expeditiously. Ask him what he thinks he can do to speed things up, and let him know there are consequences if the delays continue. If he can commit to some specific steps to work faster, you may see some improvement.

In terms of the larger picture, you may want to review the kinds of assignments he is given and consider building the job more around his strengths. It can also help to monitor his performance more closely and give him direct guidance as to when and how to step it up a notch.