Overcoming Frustration
Overcoming Frustration
(OP)
I had my yearly review at work today and one area I was marked down in was teamwork. The justification was that I sometimes show my frustration in team meetings. (He nearly marked me down in ‘communications’ for the same reason but decided my record on keeping meeting/program minutes made up for it.)
This is frankly true. I do sometimes get frustrated, mostly for what I think are justifiable reasons though perhaps occasionally excessively, and sometimes I struggle to hide this.
Now I have some ideas for addressing my frustrations or at least working with my manager on them however I suspect I’ll still sometimes get frustrated.
So my question is, when you get really frustrated, especially in team meetings, how do you deal with it?
How do you stop from showing it or do you have some cunning technique for turning it around to be productive?
This is frankly true. I do sometimes get frustrated, mostly for what I think are justifiable reasons though perhaps occasionally excessively, and sometimes I struggle to hide this.
Now I have some ideas for addressing my frustrations or at least working with my manager on them however I suspect I’ll still sometimes get frustrated.
So my question is, when you get really frustrated, especially in team meetings, how do you deal with it?
How do you stop from showing it or do you have some cunning technique for turning it around to be productive?





RE: Overcoming Frustration
We did a team dynamics assessment, it turns out I regard myself as a gatekeeper, that is, I try and limit or control the flow of information and the discussion. That's odd, if you asked I'd say I tend to stand back and make sure that we are trying to solve the actual problem, not the crisis de jour.
Cheers
Greg Locock
Please see FAQ731-376 for tips on how to make the best use of Eng-Tips.
RE: Overcoming Frustration
-The future's so bright I gotta wear shades!
RE: Overcoming Frustration
Part of the problem is at my last place we were a bit more open about this kind of thing, here they are a bit more sensitive and try to be more 'professional', sometimes I struggle to adjust!
SMS spot on, that was part of it, he even said so, but there is an element of truth so I figured I'd try and be proactive.
Also there's another poster from my department, who I suspect got a good review but just incase I didn't want to go into too much detail.
RE: Overcoming Frustration
If your frustrations are personal, keep them to yourself. In a team environment, addressing frustration should eventually benefit the team, not the individual.
RE: Overcoming Frustration
Now I just excuse myself and get back to work. Why hang around to listen, when I can just read the meeting minutes?
"Art without engineering is dreaming; Engineering without art is calculating."
Have you read FAQ731-376 to make the best use of Eng-Tips Forums?
RE: Overcoming Frustration
My passion usually presented itself time and time again so I employed indifference for a year and was gigged for not being enthusiastic, not contributing, and/or not being a team player. So I went back to what I did best but I did manage to come across better by not being belligerent, rude, our loud. Short, firm, and well spoken statements have held more water than ranting and raving.
I still slip now and then and I've even been called on it by my supervisor. He says what he's suppose to but finishes off by acknowledging that we are who we are and denying or supressing one characteristic may take away from another, more valuable one.
When all else fails, get some firm hand puddy and work it to dead.
RE: Overcoming Frustration
Chris
SolidWorks 06 5.1/PDMWorks 06
AutoCAD 06
ctopher's home (updated 02-10-07)
RE: Overcoming Frustration
If there is no such way out of a frustrating situation, all you can and should do is shut up and tough it out. Venting it is perfectly useless. A perfect training to overcome frustration is having children.
RE: Overcoming Frustration
A review with your manager like that will very often bring up what to you or I (engineers) seem like very picky/small minded points of meeting etiquite. I worked at CAT at one stage, where the attitude was that if you felt that your contribution to the meeting was finished, standing up making your apologies and leaving was considered acceptable. My boss and I used this to our advantage (he also had issues with what he thought were other departments rattling on in a meeting, mainly listening to their own voices) so that we shared the burden/frustration of these situations. It turned out that knowing you are not the only one who feels that way and having someone who will share the 'burden/load' was a very good way of relieving the tension for both of us.
PS A stress ball on my ddesk also worked wonders on the really bad days
Kevin Hammond
Mechanical Design Engineer
Derbyshire, UK
RE: Overcoming Frustration
You can get too personally invested in a decision. When that happens you just need to step back.
-b
RE: Overcoming Frustration
I.e., if you get frustrated in a Team Meeting, the Facilitator is not doing it right.
I thought it was all bunk when a former employer announced that we were all getting formal Team Training, but in retrospect, I think it was money well spent. It almost saved the company from oblivion.
... almost.
Mike Halloran
Pembroke Pines, FL, USA
RE: Overcoming Frustration
Some people think I'm strange because: if we have a team meeting and everything goes well, I stand up and shake their hands and say thanks for a great meeting. If it gets frustrating, I just leave. The ones who understand the signal are the ones who don't think I'm strange and they don't add to the chaos in meetings.
RE: Overcoming Frustration
Heckler
Sr. Mechanical Engineer
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(In reference to David Beckham) "He can't kick with his left foot, he can't tackle, he can't head the ball and he doesn't score many goals. Apart from that, he's all right." -- George Best
RE: Overcoming Frustration
It doesn't really work, but I don't care.
RE: Overcoming Frustration
What can I say? I fired my manager the day I walked away from Dilbert Company in 1997. I'm able to keep my cool at any given time, but repeatedly doing so seems to finally result in a "snapping"--where I suddenly realize I don't need to continue doing this every day.
I think the trick is to come to a point where you can handle the individual particulars without losing control of your emotions. If you can do that, you can stay rational while passionate (odd mix). You can offer objectively relevant arguments for how to improve things--which frankly cannot be adequately rebutted. (You "win" the argument with reason, not emotion.)
You'll know it's time for a change if you're consistently "right", cooperating as a team player, but are being over-ruled by those who tend to lack competency. I cannot work in an environment of that sort and pack it up and take my chances on my own--might starve doing so someday, but someday hasn't yet come. In fact, so far my clients seem to like my straight-forward ways. Spinning delusions only hides the problems you could otherwise solve and move past.
Jeff Mowry
www.industrialdesignhaus.com
Reason trumps all. And awe transcends reason.
RE: Overcoming Frustration
I think I fall firmly in the category given by your last paragraph.
I was hoping someone had a top tip for methods of sucking it up or turning it into some management speak friendly action but sounds not...
Plus the meetings I understand him to be referring to, walking out wouldn't be an option.
The good news is I think I managed to hide my frustration in todays meeting about implementing a PDM/PLM system. The amusing thing is I could see my managers frustration all too clearly!
RE: Overcoming Frustration
Sometimes I think we get taken by the spot on the review as being something we should have done better. However, a more objective look at it could indicate that management is wrong--or perhaps manipulative. The best we can do, in my opinion, is to see things as accurately as we possibly can. Doing so will enable us to own our faults and provide a target to improve what ought to be improved.
It also keeps us from the insanity of attempting to improve what we cannot possibly improve--the faults of others.
Jeff Mowry
www.industrialdesignhaus.com
Reason trumps all. And awe transcends reason.
RE: Overcoming Frustration
But I also wanted to share this analogy a friend recently shared with me when I was venting my job woes: the lowly engineer is like the private in the army, sent ahead to look for mines. We can come back and tell the General, "Hey, there is a mine up ahead and I really recommend that you adjust the course of the troops." But in the end, it is the General who has to make that call. All we can do is provide the information. It is horribly frustrating, but just a fact of life unless you are the general (which goes to show you that when you finally are the boss there can be value in listening to your underlings). For whatever reason, I've been the private that throws and fit and screams "Hey you moron, you are going to get someone killed!" when in most cases, no one will die if my boss ignores me. So I need to learn to care a little less. Lesson learned.
My resignation goes in today as soon as my written offer from my next job is received (should be anytime now).
HTH
RE: Overcoming Frustration
I now write most of my long posts in word and paste them over (also allows spell check though I still mess up).
This is one technique I've learned to prevent a possible source of frustration.
RE: Overcoming Frustration
What usually sets me off is that I have built up a tremendous amount of steam and momentum making progress on a particular project or task, reaching upwards of 100%, when the boss comes in and tells me to put the brakes on, turn around and head in practically the opposite direction. Releasing the steam and building it up again from scratch is frustrating. Even frequent progress checks with the boss cannot prevent this. Alas, such a change, on one level or another, I am learning, is just an aspect of the job, no matter where I have worked.
RE: Overcoming Frustration
The way I look at, meetings are just another part of the job. If a meeting drifts in a direction I'm disinterested in, it's probably because other people in the group need to discuss those things. I'm there because my organization wants me there, not for my own enjoyment.
One thing I always keep in mind: Unless in direct response to a specific question, people do not want to listen to someone (especially an engineer) discuss technical details. You'll lose your audience every time- then you'll end up frustrated that nobody will listen to you.
RE: Overcoming Frustration
Jeff Mirisola, CSWP
CAD Administrator
SW '07 SP2.0, Dell M90, Intel 2 Duo Core, 2GB RAM, nVidia 2500M
http://designsmarter.typepad.com/jeffs_blog
RE: Overcoming Frustration
I'll put my two cents in, when you choose to snub it, you don't get another nickel out of me. Most who know me, know what that sign means (time to wrap up) and for those who don't, they don't pay no nevermind to me anyway so I'm not seen as a troublemaker.
As the previous have said, I'm not the general, just the guy who gets to step on the landmines. :smile:
Frank "Grimey" Grimes
Rule 25. of Swanson's "Unwritten Rules of Management"
Have fun at what you do. It will reflect in your work. No one likes a grump except another grump.
RE: Overcoming Frustration
Where can I find the rest of the "Unwritten Rules of Management"???
RE: Overcoming Frustration
Part of the problem is in the meetings I’m talking about I’m a key player.
Meetings with higher ups or lots of attendees that just go on and on I pretty much just grin and bare (or is it bear?) it without too much trouble, I try to take the view that I’m paid as much to sit and listen to them waffle as I am to do something productive.
The meetings I think he’s flagging me for are ones where it’s just him, a few others from our department (‘team’) and me. The meetings are usually not about engineering issues so much as the work our department (Design Services) does on creating Design Standards, Procedures and introduction of a PDM/PLM system.
A lot of the work I do on this I do to some extent either proactively or in my own time or I juggle other things to fit it in. Also certainly for the standards and procedures most of the time I’m the person that created them, or at least did most of the work.
His perception is that some of the frustration is that since I’ve done the lions share of the work I don’t take kindly to people nit picking or word smithing it. While there is an element of truth to this; A I don’t think its unreasonable given the circumstances and B. if there is a genuine error or area that could be better I try to be very open to accepting comment, and normally I’m genuinely appreciative of the input. Also with the exception of my checker I don’t think any of them have better ‘English’ (they’re American I’m a Brit but in the US) than me so when they try and correct me, other than for Anglicism’s, its hard to take.
Another thing I find frustrating is when I forge ahead to do something based on my last direction from him. Prepare something that I think really meets the requirement he’s given me and then, when we finally have a meeting to look at it (often a week after I first gave it to him having stayed late the day before to finish it) find out I had it totally wrong or he’s changed his mind. I know you should always have your requirement defined before you start something but if I waited for that it would just double how long everything takes and nothing would get finished.
This leads neatly into my other area of frustration, a lot of the work we do in this area, especially PDM/PLM is at the direction of senior management. Unfortunately they don’t’ seem to like giving a firm requirement, or even anything much in writing. It seems as if they don’t do it so that if you do something they don’t like or that isn’t well received they can say ‘that’s not what I told you to do’, it also supports their hobby of moving the proverbial goal posts.
Don’t get me wrong my manager is a great guy and one of the best managers I’ve ever had but that doesn’t mean it’s always lollipops and moon beams!
Rant over.
Kenat out!
RE: Overcoming Frustration
So, I am developing the habit at the end of every conversation to repeat exactly what I believe I need to do. I take notes, but there is not always time to document every item of the discussion. His mind could have changed since that pencil scratch. As a bonus, I put into my own words, based on our discussion, what I believe he is supposed to do. But even then, like you said, it's not always his fault when I still have to start over from page one. His boss changes course, too.
RE: Overcoming Frustration
For anything really important I try and send an email detailing what I understood from the conversation or meeting so that he can either correct me in writing or, if he doesn't respond, I can defend what I've done.
However, if I did this every time we spoke I'd be sending 20+ emails some days, he'd be even more swamped, and then he'd get even worse at responding when it was important!
RE: Overcoming Frustration
If your boss is one of those people with like 'to think out load' there is often a good argument to 'listen in silence'....given enough rope he'll more than likely use it.... just have your ammunition ready (written is always best) for the outcome.
Kevin Hammond
Mechanical Design Engineer
Derbyshire, UK
RE: Overcoming Frustration
If he wasn't such a nice guy, trying to be the best manager he can be and actually not doing a bad job, especially given the culture of this place, I might take the rope approach.
Trouble is he gets swamped with different instructions/demands from upper management and if left to his own devices little that’s productive would get done. Hence I try and step in and get things done, not just for his benefit but for the whole departments, including me! It just gets frustrating when I'm trying to help and it either gets delayed unnecessarily or comes back to bite me.
One example where I actually ‘blew up’, we talked about away to do something just here in the office. Later in a team meeting he said something like "Ken had a really good idea on how we're going to do this" so I took this as him liking my idea and as I’d already been tasked to work on it I took the approach we’d talked about.
I give him a draft of the document in question; we eventually had a team meeting with the entire ‘team’ to review it and as soon as we get to the bit I’d written based on our conversation he and several other team members started ripping it apart and asking why on earth we’d do it like that! I did not respond well, badly enough that I later apologized to pretty much everyone present.
RE: Overcoming Frustration
I seem to have done your manager a slight injustice (seeing him as a load thinker), but with respect to the rest of your post, he doesn't come out smelling of roses. Your frustration is more than justifiable IMO. It would seem to me, from that example, that (even though you get along with him on a personal basis) he needs to be more focused on how he communicates his requirements to you. A very large part of being a manager (especially an Engineering Manager) is understanding the people who work for you and the dynamics of how your people interact with other departments and other people outside engineering. God bless us engineers (and I base all the next rant on ME), but we can be very bad at communicating our ideas and roles to our collegues outside our department. We tend to be very good at explaining our work in a technical manner, but very poor at helping others see the merit of our ideas. This where a good manager can be invaluable. I have been fortunate (as mentioned previously) that I have had some very good managers who have understood how I work inside the dynamics of a company and I have learned a lot from them. Equally well, I have some some idiots who have driven me to the end of my patience.
Unfortunately, I have to say that you did fall into a trap that I have seen myself in a few times before (and it has driven me crazy, coz there never seems to be a good way out). I think you jumped the gun and wandered off with your own ideas on how to proceed with the project and didn't check that what your manager wanted and what you had decided to do were compatable. Actually now that I think about it, that generally is one of the big challanges that we face when involved in a project (ignoring all the other miriad of engineering problems).
After all of that, I still plough ahead (often blindly) and hope for the best while making the same old mistakes
Cheers
Kevin Hammond
Mechanical Design Engineer
Derbyshire, UK
RE: Overcoming Frustration
Design 101 (as they say in the states) is 'make sure you know your requirement', this goes for pretty much any project.
I know this but occasionally fire off prematurely none the less.
I have also been drumming into my manager about defining your requirement up front and he seems to be picking up on it (that or he's just placating me).
Trouble is defining the requirement around here is usually excessively time consuming so, charging off on my best guess is sometimes the quickest (from calendar point of view) way. It's not the least labor intensive as if I have to redo it the hours spent add up but I seem better able to control my schedule and fit stuff in than many of the people needed to define the requirement in the first place.
As my wife says, "it's easier to ask forgiveness than permission". I don't completely buy into this but there's an element of truth.
The bad thing is the resulting frustration when you do get it wrong and that's what I'm trying to fix.
One of the ideas I mention in my OP that have for reducing frustrating situations is to make sure I know my requirement but thanks for reminding me prohammy.
RE: Overcoming Frustration
2. Your wife has a point....my wife usually tells me to shut complaining when I mouth off at home (after she has listened to more than enough of my ranting) and 'learn to work with people not against them'.
3. I always love the feeling of being the one who is charging off into the new frontiers of engineering, only problem is I usually need somebody there to keep my feet on the ground.
PS My wife is studdying Psycology and I provide her with more than enough case study material on a regular basis
Kevin Hammond
Mechanical Design Engineer
Derbyshire, UK
RE: Overcoming Frustration
2. -
3. So why does it feel more like being shot down!
RE: Overcoming Frustration
3. I think coz it would be nice to get the recognition I think I deserve fopr doing such a wanderful job but somehow it always seems to be just out of reach or snatched from my grasp....hence frustration.
Kevin Hammond
Mechanical Design Engineer
Derbyshire, UK
RE: Overcoming Frustration
RE: Overcoming Frustration
Kevin Hammond
Mechanical Design Engineer
Derbyshire, UK