Latest news with #KirstinFerguson
Sydney Morning Herald
a day ago
- Sydney Morning Herald
I loved my volunteer job but had to leave. Should I tell people the real reason?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column Got a Minute? This week: speaking out about the real reason you resigned, having the seat pulled out from under you, and meeting expectations. I was a volunteer with a community-based science organisation and found it more rewarding than my paid job. I've always highlighted this experience in interviews. However, I left after an older male attempted to sexually assault me. That was traumatic, but the president's response to my complaint was worse. He finalised it within two days without speaking to me, offered inadequate 'solutions' over the phone, and later, when I sought more information, he screamed at me to disclose any past assaults. Under duress, I shared some details. When I tried to seek support elsewhere in the organisation, no one helped. Feeling isolated, I resigned. I'm now on antidepressants and in counselling, and remain deeply traumatised. At work, colleagues often ask about my volunteering, since they knew it was an important part of my life. I've been telling them the truth, but I worry this may not be the right approach. Should I continue being open, or is it better to play it down and avoid answering fully? First, I am so sorry this happened to you. It sounds as though you have been let down at multiple points when you should have expected empathy, protection and justice. Second, it sounds like you had someone commit a crime against you and so you have every right to take that to the police, or other regulatory body, to report. If you feel that is a path you want to go down, this may help you receive the support you did not receive when you reported the matter internally. Third, the behaviour of your president was unacceptable. He has obligations as an office-holder to ensure you are safe at work, and he does not appear to have done so. In fact, he appears to have aggravated the situation for you. The regulatory body who administers your volunteer organisation may be able to assist you in this regard. In terms of whether to tell the truth or gloss over what happened, that is really only something you can answer. Telling the truth is always a great place to start, but there may be some situations when an abbreviated reason may be better. You also need to be careful of making allegations about people that have not been proven in court or through another process. I hate having to say that, since I know you know what happened, but it is something to be mindful of. Ultimately, take care of your own wellbeing first and foremost. Loading I work for a government agency and was asked to take a secondment to another unit. I hesitated, having previously had a negative experience with someone in that team. After raising concerns with a senior leader, I was assured I could sit next to a trusted former colleague whom I respect and feel safe around. On my first day, I was told that seating arrangement would not happen. I advised I would return to my substantive role. My supervisor called me childish and said to go back, or it would be escalated. I value professionalism, but isn't wellbeing just as important? This is a situation where it helps to see both sides. If your immediate supervisor doesn't know how unsafe you feel around a certain person, it's understandable they might be frustrated that you refused the secondment over a seating issue. Without context, your reaction could seem extreme – though ideally, their first step should have been to ask why you felt that way. Have you explained your concerns to your supervisor about what caused your discomfort? Is there an EAP counsellor you could speak with for support? If the issue relates to past behaviour by the other person, consider whether it needs to be reported to avoid a repeat. Above all, focus on steps that help you feel safer at work.
The Age
a day ago
- The Age
I loved my volunteer job but had to leave. Should I tell people the real reason?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column Got a Minute? This week: speaking out about the real reason you resigned, having the seat pulled out from under you, and meeting expectations. I was a volunteer with a community-based science organisation and found it more rewarding than my paid job. I've always highlighted this experience in interviews. However, I left after an older male attempted to sexually assault me. That was traumatic, but the president's response to my complaint was worse. He finalised it within two days without speaking to me, offered inadequate 'solutions' over the phone, and later, when I sought more information, he screamed at me to disclose any past assaults. Under duress, I shared some details. When I tried to seek support elsewhere in the organisation, no one helped. Feeling isolated, I resigned. I'm now on antidepressants and in counselling, and remain deeply traumatised. At work, colleagues often ask about my volunteering, since they knew it was an important part of my life. I've been telling them the truth, but I worry this may not be the right approach. Should I continue being open, or is it better to play it down and avoid answering fully? First, I am so sorry this happened to you. It sounds as though you have been let down at multiple points when you should have expected empathy, protection and justice. Second, it sounds like you had someone commit a crime against you and so you have every right to take that to the police, or other regulatory body, to report. If you feel that is a path you want to go down, this may help you receive the support you did not receive when you reported the matter internally. Third, the behaviour of your president was unacceptable. He has obligations as an office-holder to ensure you are safe at work, and he does not appear to have done so. In fact, he appears to have aggravated the situation for you. The regulatory body who administers your volunteer organisation may be able to assist you in this regard. In terms of whether to tell the truth or gloss over what happened, that is really only something you can answer. Telling the truth is always a great place to start, but there may be some situations when an abbreviated reason may be better. You also need to be careful of making allegations about people that have not been proven in court or through another process. I hate having to say that, since I know you know what happened, but it is something to be mindful of. Ultimately, take care of your own wellbeing first and foremost. Loading I work for a government agency and was asked to take a secondment to another unit. I hesitated, having previously had a negative experience with someone in that team. After raising concerns with a senior leader, I was assured I could sit next to a trusted former colleague whom I respect and feel safe around. On my first day, I was told that seating arrangement would not happen. I advised I would return to my substantive role. My supervisor called me childish and said to go back, or it would be escalated. I value professionalism, but isn't wellbeing just as important? This is a situation where it helps to see both sides. If your immediate supervisor doesn't know how unsafe you feel around a certain person, it's understandable they might be frustrated that you refused the secondment over a seating issue. Without context, your reaction could seem extreme – though ideally, their first step should have been to ask why you felt that way. Have you explained your concerns to your supervisor about what caused your discomfort? Is there an EAP counsellor you could speak with for support? If the issue relates to past behaviour by the other person, consider whether it needs to be reported to avoid a repeat. Above all, focus on steps that help you feel safer at work.
The Age
12-08-2025
- Business
- The Age
I earn less than someone I manage. How is this fair?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column Got a Minute? This week: earning less than someone you manage, being demoted after running a successful team, and losing your desk while you're at lunch. I recently moved into a new role with team management responsibilities within a company I've worked at for more than 10 years. Unfortunately, it didn't come with a pay increase. I have discovered one of the people I manage even earns more than I do. Is that fair? Because of some financial challenges the company faces I was glad to get the new job rather than a redundancy. However, now I feel like I'm undervalued. Was I naive and am I to blame? Do I have any grounds to change things, other than walking away? It is understandable that faced with a choice of redundancy or a new role with no discussion about pay or entitlements, you went for the secure option. You weren't being naive, and I don't think you are to blame. In fact, I don't think anyone is to blame. Your company clearly values you and wanted to find a way to keep you. These are all positives. Rather than feel resentful, I would reframe this as a new chapter in your career and one to feel excited about. You have new responsibilities and new expectations from your employer. Now is a perfect time to review, with your boss, how your first month/s are going. I would get clear agreement on your responsibilities, which can then open the door to discussing what the newly scoped role means in terms of your pay and entitlements. Be sure to quantify the additional responsibilities you have taken on. If your boss isn't prepared to increase your remuneration right away (and that is often the case with an internal promotion) ask them exactly what they need to see from you to have it reviewed at an agreed time. When that time comes, be prepared to show what you have achieved against what you have just agreed. I've successfully managed a part of our business for five years. My manager was promoted, and I got a new boss who said my role wasn't needed. My position was made redundant, and I was offered a demoted position. I don't understand how, when my team was the only part of the business outperforming our budget, my role can be made redundant, and I can be pushed aside. When a new leader joins an organisation, they often want to reshape it in ways that suit their priorities, or to reflect a new business strategy they have been tasked to implement. It can be frustrating when you don't have all the information to try to understand why decisions are made. I can hear how disappointed you are that all your hard work and achievements were not valued when this decision was made. Your new manager should have communicated much more clearly. Loading They may not be aware of the success you had and had either been instructed to make your team redundant, or the decision was made on other non-financial factors. Building a relationship with your new manager will be important so you can show all you can do. If that doesn't feel possible, it may be time to think about using all that great experience and your past achievements to find a new role outside the company. No one can take what you have already achieved away from you, so keep a record of all you did and use it to find a role you believe matches your abilities. Our team was informed that our working space would be recarpeted over the weekend. Some furniture was to be relocated, allowing for desks to be moved. I occupied one of the desks that would be moved. On Monday morning I set up my desk and returned after a lunch break to find that a colleague had moved all my items and set her items on my newly positioned desk. There was no consultation, but our boss had permitted her to do this. Is this professional?
Sydney Morning Herald
12-08-2025
- Business
- Sydney Morning Herald
I earn less than someone I manage. How is this fair?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column Got a Minute? This week: earning less than someone you manage, being demoted after running a successful team, and losing your desk while you're at lunch. I recently moved into a new role with team management responsibilities within a company I've worked at for more than 10 years. Unfortunately, it didn't come with a pay increase. I have discovered one of the people I manage even earns more than I do. Is that fair? Because of some financial challenges the company faces I was glad to get the new job rather than a redundancy. However, now I feel like I'm undervalued. Was I naive and am I to blame? Do I have any grounds to change things, other than walking away? It is understandable that faced with a choice of redundancy or a new role with no discussion about pay or entitlements, you went for the secure option. You weren't being naive, and I don't think you are to blame. In fact, I don't think anyone is to blame. Your company clearly values you and wanted to find a way to keep you. These are all positives. Rather than feel resentful, I would reframe this as a new chapter in your career and one to feel excited about. You have new responsibilities and new expectations from your employer. Now is a perfect time to review, with your boss, how your first month/s are going. I would get clear agreement on your responsibilities, which can then open the door to discussing what the newly scoped role means in terms of your pay and entitlements. Be sure to quantify the additional responsibilities you have taken on. If your boss isn't prepared to increase your remuneration right away (and that is often the case with an internal promotion) ask them exactly what they need to see from you to have it reviewed at an agreed time. When that time comes, be prepared to show what you have achieved against what you have just agreed. I've successfully managed a part of our business for five years. My manager was promoted, and I got a new boss who said my role wasn't needed. My position was made redundant, and I was offered a demoted position. I don't understand how, when my team was the only part of the business outperforming our budget, my role can be made redundant, and I can be pushed aside. When a new leader joins an organisation, they often want to reshape it in ways that suit their priorities, or to reflect a new business strategy they have been tasked to implement. It can be frustrating when you don't have all the information to try to understand why decisions are made. I can hear how disappointed you are that all your hard work and achievements were not valued when this decision was made. Your new manager should have communicated much more clearly. Loading They may not be aware of the success you had and had either been instructed to make your team redundant, or the decision was made on other non-financial factors. Building a relationship with your new manager will be important so you can show all you can do. If that doesn't feel possible, it may be time to think about using all that great experience and your past achievements to find a new role outside the company. No one can take what you have already achieved away from you, so keep a record of all you did and use it to find a role you believe matches your abilities. Our team was informed that our working space would be recarpeted over the weekend. Some furniture was to be relocated, allowing for desks to be moved. I occupied one of the desks that would be moved. On Monday morning I set up my desk and returned after a lunch break to find that a colleague had moved all my items and set her items on my newly positioned desk. There was no consultation, but our boss had permitted her to do this. Is this professional?
The Age
05-08-2025
- Business
- The Age
My boss praises everyone but me and it's affecting my confidence. Should I say something?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column Got a Minute? This week: a lack of positive feedback, broaching a conversation about advancement and dealing with a privileged colleague. I'm a leader working in a fast-paced and competitive environment. I really like my boss, but I've been struggling with something lately. He often talks about how well other people are doing, but I don't hear the same kind of feedback myself. There is one colleague in particular he provides opportunities to over me, even though I am more senior. I work really hard and care a lot about my role, but lately, I've started to feel like I'm falling short. I've lost a lot of confidence, and in meetings where I should be contributing strategically, I find myself second guessing everything and coming across unsure of myself. I don't know whether I should say something to my boss or just let it go. You seem to really be struggling with self-doubt. Has something happened to cause you to second guess yourself? While your boss may be praising your colleague, that doesn't mean they don't also feel highly about you. It isn't a zero-sum game. Loading If you speak with your boss about your performance, I would remove any mention of, or comparison to, your colleague. Focus on asking your boss for feedback on how you are doing or where he thinks you are adding the most value. You clearly care about your work and your role, and you want the opportunity to do more. Share this with your boss. Focus on where you think you are ready to contribute more and ask him how he can help you step up to those opportunities. The more you think about your colleague, the less you focus on the one thing you can control – you. Good luck! I switched companies in 2024 and during the interview I showed keen interest to be a project manager – the next level up to my position. My manager said they would review after one year but unfortunately, that manager left, and my new manager isn't aware of the history. I don't necessarily want to be a project manager, but I need a step up and don't want to leave the company as I like the team and culture. How should I convince my new manager to give me a chance? I have made a list of my achievements for the past 18 months which includes mentoring someone, but I am unsure how to navigate through this. One sentence in your letter jumped out at me – you are not sure if you even want to be a project manager. If that is the case, then why not get clear on what you do want. Having a new manager is a great opportunity to have this conversation again and set out clearly your goals for the future. Let them know what you have been working hard at, where you would like to head and perhaps seek their advice on how to get there. Explain the history with your past manager and the agreement to step up to the next level after a year. Who knows? Your new manager may even have a better idea in mind for you. The sooner you have the conversation, the better. Loading A woman has been hired whose husband earns a lot of money. She tells stories every five minutes about their luxury weekend escapes, and how her house is full of designer homewares. The staff avoid her at all costs to escape the vacuous conversations. Our manager thinks our issue with her is trivial, but it is impacting our entire team as we are fed up with hearing about her lifestyle. How would you suggest we address this with her? It seems no one can escape, even the office cleaner is subjected to it when she empties the desk bins.
