In her latest book,
Palmer's premise is that the only person who can make you happy is yourself. It is when you remove the masks you wear at work, open your mind to others' ideas and share what you have to offer then you can overcome - to some extent - the five frustrations: waste-of-time meetings, mis-leadership, blurred company vision, the silo mentality (or a lack of teamwork), and a sense of unfairness.
Take that last item. Most of us have had that exasperating feeling of "it's not fair" when the wrong person gets promoted or credited, or when the company doesn't walk the talk of putting people first.
"If you suspect unfairness in your company, the first step is to seek to understand it," Palmer suggests. "[Start] a conversation with the people you feel have acted unfairly, to establish how they came to their decision ... Be honest about how you would have felt if the final decision was yours."
It is important to understand that while the line between right and wrong may be very clear to you - especially if you are looking from the outside and not faced with the competing priorities yourself - that doesn't mean people who draw the line somewhere else are necessarily wrong, Palmer adds.
If, after finding out about the situation, you still want to speak out against a perceived bad or immoral practice, Palmer suggests you balance considerations before making the risky move, such as how important the problem is, the extent to which the behaviour in question is within the rules, and the amount of support you expect from your peers and bosses.
If you are a middle manager confronted with a decision, such as whether to promote a devoted but not-too-talented employee or a high-potential but less hardworking member of staff, you will find the book a han