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:
- The Slippery Slope That Isn't
- "If we promote you, we'll have to promote all of them, too." This "slippery-slope"
tactic for winning debates works by exploiting our fears. Another in a series about rhetorical tricks
that push our buttons.
- You Remind Me of Helen Hunt
- At a dinner party I attended recently, Kris said to Suzanne, "You remind me of Helen Hunt."
I looked at Suzanne, and sure enough, she did look like Helen Hunt. Later, I noticed that I
was seeing Suzanne a little differently. These are the effects of hat hanging. At work, it can damage
careers and even businesses.
- Your Wishing Wand
- Wishing — for ourselves, for others, or for all — helps us focus on what we really want.
When we know what we really want, we're ready to make the little moves that make it happen. Here's a
little user's guide for your wishing wand.
- The Focusing Illusion in Organizations
- The judgments we make at work, like the judgments we make elsewhere in life, are subject to human fallibility
in the form of cognitive biases. One of these is the Focusing Illusion. Here are some examples to watch for.
- Handling Heat: II
- Heated exchanges in meetings can compromise both the organizational mission and the careers of the meeting's
participants. Here are some tactics for people who aren't chairing the meeting.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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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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