Each Friday and Monday we publish the problems that will feature in a forthcoming Dear Jeremy advice column in the Guardian Money supplement so that readers can offer their own advice and suggestions. We then print the best of your comments alongside Jeremy's own insights. Here is the latest dilemma – what are your thoughts?

My line manager resigned nine months ago and I have been doing his role and mine since then. On top of a demonstrable increase in workload I suddenly found myself with six additional people reporting to me, with all the attendant complexities that come with managing people.

My current line manager has not said when he will be advertising the role; initially, it was "as soon as possible" but nine months later he is saying it depends on what the new chief executive (the existing CEO has not even said he is resigning!) would like to do.

Initially, I relished the challenge of stepping up to the new role. I appear to have done a credible job, as I received a pay rise seven months in. However, nine months later, I am exhausted and feel less enthusiasm the longer the uncertainty continues.

My new boss said he had concerns with the way I have been giving feedback to the team and asked me to do a 360-degree feedback review. I am uncomfortable with this because, as my department has not been operating as "business as usual" for the best part of a year, I am unclear as to what the review is meant to assess. In addition, I know some members have been talking behind my back while others have seen this period as an opportunity to do as little work as possible.

What can I do to facilitate a fuss-free review and is there any way to minimise the negative impact of unconstructive feedback from a disgruntled few?

• Do you need advice on a work issue? For Jeremy's and readers' help, send a brief email to dear.jeremy@theguardian.com. Please note that he is unable to answer questions of a legal nature or reply personally