New York Lawyer
September 25, 2003

Q:
I am a junior associate who is working with a senior associate who makes all kinds of stupid mistakes. I have to cover up for her all the time and it is a real pain. Despite this state of affairs, she believes that she is "numero uno" (which she is definitely not, since her legal abilities are rather limited) and she is very bossy, commanding and generally criticizes me for her mistakes.

Yet, she seems to have charmed the assigning partner, as she personally gets along with him very well. What's more, he seems to be quite fond of the job she is doing and does not realize it is my work for which she receives all the credit. (Of course she would never tell him that I did a good job...)

What shall I do?

Whipped

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A:

You have at least two problems here. You are being subjected to an abusive, immature supervisor, and, partly as a result, you are not getting appropriate credit for the work you are doing. �

Most of us at some time or another get stuck working for such a cretin. It�s rarely pleasant but rest assured that you have loads of company. Comfort with one�s immediate supervisor is one of the biggest single factors determining workplace satisfaction so working with a bully (and one who is stupid, to boot) can send your blood pressure skyrocketing.

A cautionary point on the �taking credit� part. That she is working directly with the partner doesn�t automatically mean that you get no credit; it�s possible she�s informing the partner of your contributions. Also, she may be asked for input for your performance review, and may do the right thing at that time.

There are both short-term and long-term solutions. Right now, try to start developing a low-key relationship with the partner involved. At least one factor for advancement in most workplaces is nurturing relationships; you can�t count on doing good work that speaks for itself, frustrating as that may sound. You need to develop your own network of support. Just stick your head in to his office and have a quick chat, or if you see him around the halls engage him in casual conversation. While telling him that you like the subject matter of the work involved, you can work in the details of what you�ve done on the case. You can even talk about things unrelated to work. What�s important is to develop your own independent relationship as a bulwark against the other associate.

I doubt it will be profitable to try to adjust your relationship with the supervising associate. She sounds manipulative and more than happy to rely on charming the partner while leaving the heavy lifting to you. Sometimes people like this are not aware of how they come across, and can be receptive to a tactful, factual approach suggesting better teamwork and communication. Unless you have some strong evidence that she is more oblivious than malicious, however, I wouldn�t count on the direct approach. If it backfires, you�ll be even worse off than you are now, as she might start running you down to the partner.

In the longer term, as your performance review approaches, ask her to give input about your performance, and either inform her about or give her a written account of your accomplishments. In this way you aren�t confronting her with your dissatisfactions, you are simply asking that important information be passed on. In the performance review itself, which hopefully will be with someone other than your nemesis, remark that you�d like to expand your opportunities and work with a wider variety of people. You don�t have to criticize your supervisor, unless you�re asked directly for feedback on her; you can take the high road and just say that you�d rather do other things. This may break the logjam you�re in now.

If performance reviews often don�t happen in your firm (and don�t worry, it�s commonplace), you�ll have to be a little more assertive. Initiate a career talk with another senior associate or a partner you trust to seek advice on how you can best expand opportunities within the firm. Alternatively, if there�s someone you can trust, or even a few people, explain specifically what�s going on and ask for guidance. These things have a way of percolating informally so that the information gets to the right people and a �correction� gets made.

Sincerely,
Holly English
Principal Consultant, Values at Work