QUESTION: I'm a marketing analyst for a large financial company and have just been given a project I would rather not do. I don't think it has any value to the company, and frankly my skills could be much better used. I can't motivate myself to move on the first tasks involved. I've talked to my supervisor, but she just tells me it has to get done. What can I do to turn my attitude around?

        ANSWER: Everyone is given an assignment they do not want to do from time to time. The key is to get through this time, to show that you're a team player who is willing to do what's necessary. When your super visor sees how well you perform a job she knows you don't like, she'll likely reward you with a more exciting assignment in the future.

        Keep that goal in mind as you work your way through this difficult time by using the following tactics:

        • Expect ingratitude. Unfortunately, ingratitude is common in the workplace. Many supervisors think being paid is enough appreciation. We know that isn't true, that often a word of thanks is valued more than any monetary bonus, but we also can't change the system overnight. Realize that just because you were given this project, it does not mean you're being punished or that your past work wasn't valued. Unless your supervisor tells you otherwise, the two are unrelated.

        • Don't criticize, condemn or complain. You might feel tempted to tell the world you're being underutilized and feel your supervisor has made a mistake giving you this project. You might even want to criticize the project itself, complaining that it's a waste of time and money. This will only serve to sustain your lack of motivation while giving you a bad reputation in the workplace. When you're done with the assignment, your supervisor might be reluctant to put a complainer onto a high-profile project.

        • Put enthusiasm into your work. By showing enthusiasm, you might find a new component to this project - it very well could be a proving ground for you, showing your supervisor that you have the skills and creativity to tackle more complex projects.

        Michael Crom is executive vice president, Dale Carnegie Training. If you have any business related questions or would like advice on other workplace issues, visit www.dalecarnegie.com or send e-mail to carnegiecoachdalecarnegie.com.

Attack on Net poses threat
Energy costs dip, but surcharges don't
Gasoline prices continue to drop
ECKBERG: Robotic dog helps spike sales
Bosses track your every click
Make best of bad job
Morning Memo
Promotions & new on the job
Utilities expanding into cable, Internet
Few practice timeworn art of making money
LTV shareholders balk at union plan
The case for home ownership