u/Bulky_Meet

أشتغل في فريق استراتيجيات وتشغيل وانا جديدة في الشركة صار لي اقل من ست شهور، وطبيعة شغلي أغلبها يكون إعداد تقارير، تلخيص وتحليل معلومات، وترتيب أفكار وبيانات مبعثرة وتحويلها لشيء واضح يساعد في اتخاذ القرار. يعني بشكل كبير دوري إني أطلع وضوح من أشياء تكون غير مرتبة أو فيها غموض، عشان تُستخدم داخل النقاشات أو كجزء من اتخاذ القرار.

مديري غالبًا يعطيني شغل زي تجهيز عروض، بناء محتوى
وتحليل، وتجميع معلومات من أكثر من جهة وتحويلها لمخرجات واضحة ومترابطة. وأحيانًا يعطيني مسؤولية تنفيذ كاملة على بعض الـ deliverables، فحسّيت فيه ثقة من ناحية جودة الشغل والتسليم.

اللي محيرني إنه وجودي في stakeholder discussions أو نقاشات تحديد الأولويات والقرارات مو ثابت. يعني أحيانًا أكون موجودة وأحيانًا لا، وأشوف فيه أشخاص معينين يكونون داخلين في هذي النقاشات بشكل أقرب وأوضح بشكل مستمر، خصوصًا في المراحل اللي يكون فيها الكلام عن وش نمشي عليه ووش يتم اعتماده.

لاحظت إن فيه زميل انضم بنفس وقتي، ومع ذلك اغلب الشغل الي يعطيه المدير stakeholder facing

أسلوب مديري نفسه أحيانًا يكون غير واضح في توزيع الأولويات، وأحيانًا إذا كان مضغوط يصير أسلوبه جاف شوي أو فيه حدة، وأوقات ثانية يكون داعم جدًا ويشكر على الشغل ويعطي feedback إيجابي.

أنا الشغل الي أسويه بالعاده leadership يشوفونه بس بنفس الوقت مو مرتاحه اني مو موجودة بالاجتماعات هاذي لاني اصير مااعرف عن ايش المشاريع الي قاعده تصير وانا انسانه جدآ طموحه ومو بس اسوي شغلي بل دائمآ افكر كيف ممكن نطور طريقة الشغل واعطي اقتراحات للمشاريع وحتى اقول إذا فيه اي risks ونفس اقتراحاتي تم اعتمادها من مديري. صراحه مدري ايش الي ممكن اسويه لان احس I already go above and beyond وجزء مني يقول ليش تعبين نفسك وبالآخير غيرك موجود بالاجتماعات وانتي لا؟

I’m trying to understand a pattern at work (been here for 4 months) and would appreciate outside perspectives because I might be overthinking it, but it’s been consistent enough that it’s starting to confuse me.

I work in a strategy/operations team.

My boss tends to assign me work like building decks and presentation materials, structuring and synthesizing reports or information, improving team productivity,turning raw input into something usable for stakeholders, and handling execution-heavy deliverables when things need to be delivered quickly or cleanly. He told me during our one on one that he has high expectations of me. I also occasionally end up leading specific deliverables when needed, so I do feel trusted in terms of output and responsibility.

However, I’ve noticed that when there are higher-level discussions about what initiatives should be prioritized or what gets approved or kicked off, I’m not consistently included in those conversations. Those discussions seem to go to a mix of more established team members and another newer colleague who is a very loud personality and tends to speak up a lot more in group settings.

What’s making it harder to interpret is that it doesn’t seem strictly based on seniority or tenure, since the newer colleague is also included in those decision discussions. My boss also tends to like to lead meetings and doesn’t usually give a safe space for discussions as he would have an annoyed look sometimes. This made me hesitate early on to chime in during meetings, but I still do say my opinions otherwise.

My boss also tends to be quite vague with priorities and expectations, and when he’s stressed he can come across as a bit condescending in tone. But at other times he’s very warm, appreciative, and will explicitly say good job on the work I deliver, so the feedback feels mixed depending on his stress level.

So I’m trying to understand what this usually means in practice. Is this just normal informal trust grouping that managers do, does it usually signal a split between execution roles versus judgment/decision roles, or is it more about visibility and how people participate in ambiguous discussions? I want to be involved in these stakeholder discussions and I just feel like I’m out of the loop.

This organization also doesn’t have typical one on ones and it’s kinda informal/once in a blue moon thing. I told him before during a one on one when he asked me about challenges that there is a lack of visibility when it comes to meetings and that I’m someone who likes to be prepared.

Hi all,

I’ve been at this job for 4 months, and there are two established team members (one is usually used to onboard new people) as well as myself and another employee who joined around the same time I did.

The established person who usually onboards new people is out on vacation, and someone recently just joined the organization, and my boss asked me to onboard them. I’m honestly a bit confused on why he assigned it to me since I’m fairly new myself, not that I’m complaining.

Do you usually assign onboarding tasks to whomever is available?

I’m trying to figure out if I’m reading this situation correctly at work or overthinking it. I recently created a pretty important internal deliverable (strategy guide deck), and I’ve been proactive about pushing it forward — setting up meetings with different stakeholders, thinking through structure, etc.

Here’s where I’m confused:
For one of the sessions, my manager is having a more established team member present it.

For another session I scheduled with a senior stakeholder (higher-stakes audience), my manager won’t be there. I also put him as optional as he was vague about whether he expects us to lead these meetings or wants to be there.

When I asked if I should lead or reschedule, he checked if another established person could lead. When that person wasn’t available, he told me to reschedule instead of having me run it. Meanwhile, a newer team member has some sessions where she is leading.

So now I’m sitting here like… what’s the signal?
On one hand:
1-I built the actual content, and I was active in driving the coordination (although he didn’t ask me)

2-My manager gives me a lot of independence and doesn’t micromanage my work

On the other hand:
I’m not consistently the one presenting it unless it’s for our internal team. In at least one higher-stakes case, he preferred to delay rather than have me lead

I can’t tell if this means, he doesn’t fully trust me to represent the work yet or he sees me more as a “behind-the-scenes executor” vs someone to put in front of stakeholders or he’s just being risk-conscious depending on the audience.

It is honestly making me feel discouraged especially that I am someone who is proactive when it comes to work and go above and beyond.