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
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More articles on Emotions at Work:
- A Guide for the Humor-Impaired
- Humor can lift our spirits and defuse tense situations. If you're already skilled in humor, and you
want advice from an expert, I can't help you. But if you're humor-impaired and you just want to know
the basics, I probably can't help you either. Or maybe I can...
- Coping with Layoff Survival
- Your company has just done another round of layoffs, and you survived yet again. This time was the most
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How can you cope with survival?
- Confirmation Bias: Workplace Consequences Part I
- We continue our exploration of confirmation bias, paying special attention to the consequences it causes
in the workplace. In this part, we explore its effects on our thinking.
- Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after
outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness
of many organizational processes, including both performance appraisal and project retrospectives.
- Why Scope Expands: I
- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction,
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See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenNxAMHxbiaafKeOwrner@ChacoYBGPgyaAEIzYJaNoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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 an upcoming date
for this program:
- 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 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's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England 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.
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