Dear Bob ... I work in a small IT organization that supports a medium-size company. I am the lowest man on the totem pole. My title is Computer Support Specialist and there are two Network Admins, but don't let those titles fool you. One of the Network Admins is mostly a DBA promoted from my position when I hired on, and the other is mostly an ERP admin, with no real network admin support functions. Then th Dear Bob …I work in a small IT organization that supports a medium-size company. I am the lowest man on the totem pole. My title is Computer Support Specialist and there are two Network Admins, but don’t let those titles fool you. One of the Network Admins is mostly a DBA promoted from my position when I hired on, and the other is mostly an ERP admin, with no real network admin support functions. Then there is the real network guy, who has an extensive background in hardware, switches and so on.My problem is that even though I am supposed to be the “primary” computer support contact, I seem to always get leftovers. As well as Computer Support, I do a lot of network support, including backups, Exchange admin, virus protection … that kind of thing. I feel I contribute, but I can’t help but feel underutilized most of the time. I hate to say this, but even my boss has a way of muscling in and completely taking over projects, however, he is less of an offender than the others. I would like to add also that when any of my co-workers get a project, they team up together, hunker down and figure it out together.Sometimes that means with expensive consultants. When I have new projects, its just me, Technet, and any other free resource I can find to figure it out. And I usually get frustrated and am not very productive.Right now, we have a boat load of new computers that came in. We need to swap them out. The DBA and hardware guy had those boxes open and set up in a convenient place within the hour that they arrived. They were downloading applications and various software like crazy. They had the music going and had a little party going on. I tried to get involved, and it was obvious to me that they had it under control and that I wasn’t needed. I get that a lot. I know they get bored with their jobs and this is a nice break for them, but it is my job too! I don’t mind sharing it, but I do mind being dismissed and not included in the process.I don’t feel good about myself and I certainly wonder if there is an unconscious attempt at sabotage going on. We are not in love with each other, but there is no real animosity either. We get along and joke around. However, I can’t help but think they have to know what they are doing at my expense. I can sit here and type this to you and get paid the same, or I can go upstairs and get nudged out and get paid the same.I am going to attempt to get involved, believe me – when it comes time to schlep those boxes around, guess who will be “primary”. Please advise, I know you are a resource for Mgmt. but maybe you can help me help my boss and co-workers in this situation. I don’t want to whine or complain, I just want to be included and respected for my work too!Thanks,– Feeling slightly petty in IT Dear Petty …I suspect the root cause isn’t any deliberate attempt to undermine you. From what you describe, there was an existing team and you’re an intruder. What did you expect, a welcoming committee?Well, yes, of course you did, and you should have had one. Too bad this group’s leader pays too little attention to team dynamics or this would be solved quickly. I don’t know what conversations you’ve already had with your boss. Based on the account in your letter I’m going to guess you’ve suffered in silence, probably figuring its your problem to solve.But it isn’t. It’s your manager’s problem, and it’s the team’s problem. Your own discomfort is merely a symptom. So here’s what I’d suggest: Have much the same discussion with your manager that we’re having right now. The only difference is that to the extent possible you should present the issues from the perspective of team effectiveness. Among the points you should make:* You recognize that as the new kid on the block it’s going to take some time to become integrated into an existing team. That’s why you’ve waited to raise this issue. * It isn’t getting better – there’s the team, and then there’s you, and the wall is no lower than when you started.* You aren’t complaining about the work you’re being asked to do – you’re willing to do whatever work the company needs you to do. You do have your own issues, but you’re meeting because everyone would be more effective if you were integrated into the work.* Possible solutions: The manager could include you on a project team where you have formal assignments, so other team members get used to working with you; and the manager could buddy you up with other team members on tasks. When it’s just two of you, there’s no way for the existing team structure to get in the way. * One thing to avoid: Formal mention to the team that this is a problem. It’s one thing for a manager to ask an existing staff member to show you the ropes and see what you can do; it’s something quite different to tell everyone “you haven’t made the new person feel welcome … change that!”Even with your manager’s full attention this isn’t going to get fixed overnight. But it can start to improve fairly quickly. All it takes is a manager who understands that there is a problem, and that there are specific actions he or she can take to address it. – Bob ——– Technology Industry