Evan felt the anger building again. He couldn't compile the monthly summaries until he had reports from every task leader, and Jeff was always last — and always late. And that made Evan's summary late. How could Jeff get away with this stuff, month after month?
Not long ago, Evan and Jeff had been good friends. Evan had tried asking nicely for the reports, but finally he felt compelled to send some nasty emails copied to Jeff's boss. These "tweaking CCs" (see "The Tweaking CC," Point Lookout for February 7, 2001) had probably ruined their friendship, but if the summaries were late, the company might have lost the contract, and Evan would have been responsible. He had sacrificed his friendship with Jeff because he felt personally responsible for meeting the contract requirements. Evan had taken on the full load.
We're taking on the full load when we feel fully responsible for the success or failure of some group activity. We forget that group success or failure depends on contributions from many people. Instead of seeking help, we take extreme measures to execute responsibilities that might not even be ours.
When we feel fully responsible
for the success or failure
of some group activity,
we might be taking on
the full loadWhile we often credit or blame leadership for organizational success or failure, no job — not even CEO — has full responsibility. Everyone has some responsibility, but no matter what your role, the company can always bloom or wither as a result of the actions of others. None of us is fully responsible.
Yet many of us assume that success depends on us alone. Some common reasons:
- I've been told that I'm responsible.
- Nobody actually told me so, but I know it's expected of me.
- If I don't do it, who will? And if nobody does it, we'll all sink.
- If this doesn't get done, we'll fail as a company.
If you find that you're taking on the full load, consider these possibilities:
- Your job might have been badly designed — it might have too much responsibility.
- You might believe that you're responsible, but it might be only your belief.
- If you don't do it, someone else might.
- Perhaps the company should fail.
When you take on the full load, you risk your career, your family, and your health:
- You put your own health at risk. Stress, sleep disorders, heart disease, depression, and shortened life are possible consequences.
- The quality of your work can degrade, as emotional and health problems develop.
- You risk your relationships with co-workers.
- You risk your relationships with family and friends. Marriages can fail.
Take some time to check whether you're taking on the full load. If you think you might be, ask yourself how that came to be. Think about the personal consequences for you. Is it worth the price? Can you ask for help? Top Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
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More articles on Emotions at Work:
- Responding to Rumors
- Have you ever heard nasty rumors about yourself? When rumors are damaging, they can hurt our careers,
our self-esteem, and even our health. Sadly, our response to rumors often compounds the serious damage
- I Think, Therefore I Laugh
- Humor is fun — that's why they call it "funny." If you add humor to your own work environment,
you'll reduce your level of stress, increase your creativity, and drive your enemies nuts.
- The Uses of Empathy
- Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good
and for ill. What is empathy? How is it relevant at work?
- Scope Creep and the Planning Fallacy
- Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some
organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes
can't be addressed with management methodology. Its causes might be, in part, psychological.
- Heart with Mind
- We say people have "heart" when they continue to pursue a goal despite obstacles that would
discourage almost everyone. We say that people are stubborn when they continue to pursue a goal that
we regard as unachievable. What are our choices when achieving the goal is difficult?
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenBXxNhBlNLQJBspegner@ChacQIhXkWBLRUYZafKboCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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