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!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Express Your Appreciation and Trust
- Some people in your organization have done really outstanding work. You want to recognize that work,
but the budget is so small that anything you could do would be insulting. What can you do? Express your
Appreciation and Trust.
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Twenty-Three Thoughts
- Sometimes we get so focused on the immediate problem that we lose sight of the larger questions. Here
are twenty-three thoughts to help you focus on what really counts.
- How to Reject Expert Opinion: I
- When groups of decision-makers confront complex problems, they sometimes choose not to consult experts
or to reject their advice. How do groups come to make these choices?
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
Forthcoming issues of Point Lookout
- Coming February 26: Unintended Condescension: II
- Intentionally making condescending remarks is something most of us do only when we lose control. But anyone at any time can inadvertently make a remark that someone else experiences as condescending. We explored two patterns to avoid last time. Here are two more. Available here and by RSS on February 26.
- And on March 4: Workplace Remorse
- Remorse is an unpleasant emotion. But it need not be something we suppress or avoid. It can provide a path to a positive learning experience that adds meaning to life. Available here and by RSS on March 4.
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.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.