Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 10, Issue 49;   December 8, 2010: When It's Just Not Your Job

When It's Just Not Your Job

by

Has your job become frustrating because the organization has lost its way? Is circumventing the craziness making you crazy too? How can you recover your perspective despite the situation?
Post-War Lionel Trains

Postwar toy Lionel trains and accessories. Between 1900 and the late 1950s, Lionel toy trains were the leading toy trains in the United States. But by the late 1960s, though still retaining leadership in toy trains, Lionel, and the market, were in full decline. Entering bankruptcy in 1967, Lionel sold its product dies and eventually its brand name. This story of decline in some ways paralleled the decline of U.S. passenger railroads, to which it was probably linked. Certainly management issues were a factor, but the decline of U.S. passenger rail was likely the underlying cause of Lionel's decline. However mightily Lionel employees at the time strived to save the company, there was little they could do, given management's failure to find a survival strategy. Many employees today are in analogous situations, but probably few realize the full scope of the threat. Photo (cc) by SA 3.0 Joe Schneid, Louisville, Kentucky.

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 reports
job 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.

If the organization is dysfunctional enough, even these tactics might be impossible or unwise. Leaving or waiting to leave might actually be the best alternatives. Go to top Top  Next issue: What Enough to Do Is Like  Next Issue

Go For It: Sometimes It's Easier If You RunLove 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!

Your comments are welcome

Would you like to see your comments posted here? rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

A late rabbitGames for Meetings: III
We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part III of a little catalog of some of our favorites, and what we could do about them.
A view from the false summit of the Manitou incline in ColoradoFalse Summits: I
Mountaineers often experience "false summits," when just as they thought they were nearing the summit, it turns out that there is much more climbing to do. So it is in project work.
Illustrating the concept of local maximumFalse Summits: II
When climbers encounter "false summits," hope of an early end to the climb comes to an end. The psychological effects can threaten the morale and even the safety of the climbing party. So it is in project work.
A performance reviewPerformance Mismanagement Systems: I
Some well-intentioned performance management programs do more harm than good, possibly because of mistaken fundamental beliefs. Specifically: the fallacy of composition, the reification error, the myth of identifiable contributions, and the myth of omniscient supervision.
A candleAnticipating Absence: Passings
In times more normal than ours, co-workers who pass on tend to do so one at a time. Disease or accidents rarely strike many co-workers in the same week, month, or year. There are exceptions — 9/11 was one such. This pandemic is another.

See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Pair of Wooden Shoes [right] (Sabots)Coming June 4: White-Collar Contractor Sabotage
Modern firms in competitive, dynamic markets draw on many types of employer/employee relationships, including contractors. By providing privileges and perks preferentially among these different types, they risk creating a caldron of resentments that can reduce organizational effectiveness. Available here and by RSS on June 4.
Horse Shoe Bend of the Colorado River in the Grand CanyonAnd on June 11: More Things I've Learned Along the Way: VI
When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is. Available here and by RSS on June 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.