Should I stay or should I go?
Put it to the UMPIRE Test: Gain a new vantage point
Imagine work as a game organised by your employer. Tennis, baseball, tiddly-winks… you choose. You play with the people you interact with – your boss, seniors, colleagues, and anyone else. Unless it’s tiddly-winks, you might build up a sweat through working hard within the rules.
Like all good players, every now and then, it’s a good idea to reflect on how the game is working out for you. To stop being a player and instead move to the umpire’s position.
Why? As an umpire, you gain a new vantage point. You have a more objective view of the game. Use the UMPIRE Test to assess how the game’s working out. And, remember, you call the shots.
U | Underperformance
M | Misconduct
P | Prohibition
I | Incompatibility
R | Redundancy
E | Energy drain
U is for Underperformance
Many people find their performance review more of a burden than a benefit. Few of us look forward to them, and for good reason. Too often, there’s pain but no gain to be had except relief. But who said that performance reviews must be a like this? Why not use the opportunity to run a little performance review of your own, in the opposite direction? Taking stock can only be a good thing for good managers and good organisations. If your job is your happy place, the UMPIRE Test will clarify what you need to protect about it. If not, it shines a light on what needs to change.
So, with maximum glee and zero guilt, ask yourself:
Do they care about people, and you in particular?
Is there mutual respect?
Do they empower and motivate you?
How competent are your manager, key colleagues and the organisation itself?
How well do they know you, listen to you and appreciate you?
No one is perfect, but incompetence that affects you shouldn’t be ignored. Nor should mis-selling the role to you – were you told it would be a great team environment, only to discover that it’s a game of darts, and there’s target on your back? Stepping into the umpire’s role empowers you to end a game when you don’t like the rules.
Rookie mistakes:
Living in the hope of miraculous improvement? Let’s be real. It hardly ever happens and often management need a crisis to wake up to what’s happening, a crisis that may be well worth avoiding.
Taking it upon yourself to make up for others’ shortcomings? Expect to work harder, get stuck and potentially see very little reward.
Having inaccurate expectations about what ‘underperformance’ is? Be objective. Just because you disagree with how things are done or receive some feedback you don’t like, it does not mean the person who gave it to is an idiot or the organisation is no good.
M is for Misconduct
Some behaviour at work is foul play and can cross the line of no return. For instance:
Your manager or a key influencer has it in for you.
You are excluded, simply for being you.
Key people are not trustworthy.
Your time, health or dignity don’t count for much.
You are being screwed over.
Whatever you do is never enough.
You are penalised for doing the right thing.
You don’t get the recognition you deserve.
Senior leadership are complicit in the above.
If your leader sees you as a threat, you have a major problem that doing nothing will not solve. To make matters worse, a boss like that will often surround themselves with an entourage which you can count on to undermine you. The effects will be far reaching, and as an umpire, it’s time to act.
Rookie mistakes:
To soldier on and hoping the problem solves itself.
To do nothing out of loyalty or fear of retribution.
Be duped by meaningless blather about ‘values’ or empty promises.
Responsible organisations don’t tolerate misconduct. Adopting a similar no nonsense rule for ourselves is a great idea―it is your life and your rules. The only permission you need to give a yellow or red card is your own.
P is for Prohibition
There is where someone must leave because they are not allowed to work. Here is an HR secret - while it isn’t an everyday occurrence, it happens more often than most people think in highly regulated sectors, and is set to increase as regulators and media coverage zoom in on bad behaviour, bystanding and cover-ups.
The clear cases are losing a right to work permit or the driving licence you depended on. But it often happens as the result of a misstep with profound consequences. A regulator may decide for you. You may see no option but to leave if you become a bad news story. In such cases, the stay/go decision may be out of your hands. I have seen too many situations where this has happened, most often due to misjudgement than malice. It is horrible for all involved.
Rookie mistakes:
Go into denial, isolate yourself and lose perspective.
To get hung up on the past rather than to build a better future.
If it ever happens to you or someone you know, get the right support. That could be from wise friends, an Employee Assistance Programme, trustworthy HR, or a trained professional.
I is for Incompatibility
This is when you are facing a fundamental mismatch, for example of needs, working styles or values. It is the workplace equivalent of a relationship ending with the line, “It’s not you, it’s me.” It could be:
That the organisation’s actions show that it does not value what you bring to the table. Pay close attention to who has management’s ear and who gets ahead at reward and promotion time.
You may be side-lined just for being different, thinking differently or have a difficult message to deliver. Ouch.
The organisation claims to have an inclusive culture, but that’s reserved for the in-group and not you. Mute any warm words that come your way. Talk is cheap. Instead, assess leaders by what they do, who they praise and promote, what they tolerate and whether their actions show they value you.
If you have irreconcilable differences, isn’t it best to face that you’re not right for each other? Maybe it’s time to swipe left and move on.
Rookie mistakes:
Presenting yourself to be someone you’re not, just to fit in.
Wasting energy coping with the mismatch instead of using it to fuel insight and change.
Finding fault in others where there is just human imperfection and difference.
Keep in mind you can’t change other people, only yourself. Hold the mirror up, is this about them or your own issues? Are you sure you’re not getting what you deserve, or are your expectations unrealistic?
R is for Redundancy
Whether you want something different from what your organisation can offer, your circumstances have changed, or your growth has hit the buffers, it's time for something new. This can show up in a few ways, such as:
You are bored, and there’s no progression.
The opportunities go to others.
An actual or anticipated life change means that you want something that isn’t available where you are.
You are adding huge value, but the organisation rewards other things.
Rookie mistakes:
Too many people stay in roles that are going nowhere.
Losing touch with yourself as you while away your life doing a role that has served its purpose.
Believing that you will be happy if you reach the top of a career ladder that ends in a mirage.
If you do not want that to be your story, reflect on what keeps you in a role that does little for you. Check for fear, low self-esteem, or untested assumptions. Once you know what is holding you in place, what step will you take?
E is for Energy drain
The strings attached to your job ― demands, lifestyle, or behaviours ― have become heavy weights that are taking their toll. Whether you’re heading towards burnout, or your sleep is shot, work has become a sponge.
At best, it will constrain your life. At worst, it will ruin it. Getting out of a damaging situation so you can thrive is a superb reason to change.
Rookie mistakes:
Being stuck in denial and avoiding change.
Being too proud or busy to raise your hand for help.
If that is you, it is time to seek support from those who can help. Your organisation probably has several wellbeing support options. Some will provide external coaches.
What if I’ve decided to leave?
If the UMPIRE test has shown you that it’s time to move on, here’s what to think about next.
First, why not reality-check your analysis before taking action? It’s never a bad idea to run your thinking past a wise friend or a skilled outsider. Do you need to leave to achieve the changes you seek? Is there scope to adjust your current role or find a new opportunity within the organisation? What do you have to lose to talk things through with a trusted leader or HR and see what’s possible, assuming they have shown themselves to be trustworthy?
Next, be mindful of language. Rather than ‘resigning’ or ‘quitting’ why not use more neutral thinking ― ‘I’m giving notice’ or ‘I’ve decided to leave’. Whatever your real thoughts, it never hurts to frame it positively ― ‘I’m following my interest in [x]’ or ‘I want to try something new’ or ‘I’m not the best fit for what the organisation values.’
If leaving isn’t the right option, what then? Great question. The ACT Approach is for people who aren’t ready to move on but don’t want to be stuck ― read here.
If we have one wish it is that the UMPIRE test helps clarify whether work is working for you. Why not turn your performance reviews into something truly empowering and useful?
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