Imagine working in a very poorly run organization. Suppose it's losing market share, management doesn't deal with incompetents, backstabbing is rife, or supervisors use performance reviews as tools of abuse. Problems are so prevalent that good people leave. If they can't leave, they give up and wait until they can.
Vanished long ago is the pride you once took in outstanding performance. Now, each day provides a fresh stream of frustrations as you try to work around behavioral or procedural obstacles.
It's beyond physically tiring. Your soul is tired. But sleep doesn't come easily. When morning mercifully ends another difficult night, another difficult day begins. Weekends once provided relief, but six months ago, your boss started expecting six-day weeks "just for the time being." You don't know when that might end, if ever.
It's all so fixable, if only they would replace this supervisor or that, terminate these people or those, get a new marketing VP who knows something about marketing, or a CEO who can actually spell "CEO." Or cancel those three projects, which everyone knew were wrongheaded at the start and which are now consuming resources so badly needed elsewhere.
Then one day, you suddenly realize that fixing this mess is just not your job. It isn't your job to determine who should be terminated, or whether a new is CEO is needed, or how to manipulate some slacker who doesn't even report to you, into doing something constructive that might help unblock you. You realize that if you can't work because others refuse to work, your responsibility ends.
At first you feel relief, but relief turns to uneasiness, as you ask yourself, "Where does my responsibility end? Is it OK to do nothing just because someone else is doing nothing?"
It's a puzzle, but it has a solution. Here are three guidelines to help you find the limits of your responsibility.
- Know the definition of your own job
- It's difficult to know where your responsibility ends if your own job description is unclear. Review your job description with your supervisor to clarify it or to align it with your actual job.
- Refrain from supervising other people's subordinates
- It's not your It's not your job to correct
substandard performance on
the part of people who aren't
your direct reportsjob to correct substandard performance on the part of people who aren't your direct reports. If the performance in question affects your own efforts, consider reporting it to your own supervisor or to the responsible supervisor.
- Refrain from doing other people's jobs
- Occasionally you might be asked to cover for someone who's temporarily unavailable. That's fine on a short-term basis, for a defined interval. But it isn't your job to do other people's jobs unbidden or indefinitely. Learn to let that go.
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
- We Are All People
- When a team works to solve a problem, it is the people of that team who do the work. Remembering that
we're all people — and all different people — is an important key to success.
- The True Costs of Indirectness
- Indirect communications are veiled, ambiguous, excessively diplomatic, or conveyed to people other than
the actual target. We often use indirectness to avoid confrontation or to avoid dealing with conflict.
It can be an expensive practice.
- Ten Reasons Why You Don't Always Get What You Measure: II
- Although many believe that "You get what you measure," metrics-based management systems sometimes
produce disappointing results. In this Part II, we look at the effects of employee behavior.
- Mitigating Outsourcing Risks: II
- Outsourcing internal processes exposes the organization to a special class of risks that are peculiar
to the outsourcing relationship. Here is Part II of a discussion of what some of those risks are and
what can we do about them.
- Wacky Words of Wisdom
- Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules.
We do tend to over-generalize them, though, and when we do, trouble follows. Here are a few of the more
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- 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.