“I’m going to be here roughly three days a week and be across the street at OMB about three days a week,” Mick Mulvaney said Monday
The budget director is burning the candle at both ends.
As a bizarre legal battle brews over who is the rightful acting director of the Consumer Financial Protection Bureau — President Trump appointee Mick Mulvaney or career CFPB official Leandra English — an awkward truth remains: Mulvaney already has a job. He’s director of the Office of Management and Budget.
“I’m going to be here roughly three days a week and be across the street at OMB about three days a week,” he said Monday while announcing hiring and regulation freezes at the financial watchdog agency. “I recognize that adds up to more than five days a week, but that’s just life.”
How should you handle the all-too-common predicament of being dumped with an extra job at work? Here are some expert tips:
Discuss compensation right away. Since you’re being asked to do more, career coach Maggie Mistal told Moneyish, it’s legitimate to ask what you can expect in the way of additional compensation. If you get a blank stare in return, offer to do some research and come back with numbers. If your manager says there’s no budget for a raise, Mistal added, “ask reasonable questions”: “Is there ever going to be a budget? What happened to the money from the person who left?” And if there appears to be no hope for any change, “take the high road (and) always do a good job” — but recognize you may not have a long-term future at this job.
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“Whatever your need is, (ask) right up front before there is a yes or a start date — it might be money, resources, personnel, budget changes or some combination,” said leadership expert Todd Dewett. Requesting a 25 to 30% raise is “completely reasonable,” he added — otherwise, “you’re just asking to be used and abused for a long time.” You should ideally get the agreement in writing.
Sleep on it. “If they ever come at you with a big ask” like a significant increase in your workload or significant change of focus in your responsibilities, Dewett said, “you do not make that decision in the moment.” “Acknowledge it … Say, ‘Thank you; I’m very interested; I want to process this before making a commitment, and I need to ask you about a few potential conditions — things that would make me happy and confident to take that role. Can you please give me 24 to 48 (hours) to think about this and chat with you again before we make a decision?’”
Approach your added duties as a consultant. Instead of simply throwing more time at the problem — which can lead to burnout, resentment and frustration — figure out the most efficient and effective way to get the second job done, Mistal said. Ask yourself, “What’s the most important and strategic set of responsibilities for this particular role, and then how do I fold those into what I’m doing?” You might shave off some administrative duties off your plate and delegate, eliminate or automate certain tasks. Figure out what you’re best at, she said, and how those strengths best align with your new responsibilities.
Talk about your new responsibilities “every opportunity you can” during staff meetings, conversations with your boss or higher-ups, or even chats with peers, Mistal said. “Bring people up to speed on what you’re doing to manage the two roles effectively … Make sure you bring up the specifics of the role and what you’re up to and the challenges and opportunities you’ve found. And you basically enlighten them on what you’ve been doing,” she said, raising areas in which you need help and opportunities for others to support you. “You’re not complaining, you’re not whining, you’re not acting like a martyr — you’re being businesslike.” If your in-person interactions are limited, email is the next best mode.
If you’re inheriting a new team, Dewett added, humble yourself on day one and acknowledge you’ll be approaching them for help as needed. Your manager should also be checking in to see if you need help, as they’ve “now taken a resource and stretched it to its limits.”
Reevaluate every few months. “Have a checkpoint at three months, at six months, at a year, to evaluate what’s working and what’s not,” Mistal said. “You’ve got to give yourself these checkpoints or escape hatches, almost, so you can change or say no or adjust and give yourself some sanity.”
If you have no interest or passion for the role, you might agree to take one for the team while you look for a longer-term solution — perhaps shortening that check-in timeline to a few weeks. “But I would look at this as an opportunity to expand your role forever,” Mistal said, “in a good way.”
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