That’s Not My Job

fullsizeoutput_270b

Imagine that your job is to paint the stripes down the middle of the road. And not just any stripes, but the double yellow ones that create a powerful visual safety barrier on a well-traveled two-lane road.

Imagine that you’ve reached the line that demarcates city from county and you are told to stop painting the stripes because “That’s as far as we go.”

Imagine that you look up and see that you’ve only got another 150 yards to the bottom of the hill.

Imagine how it must feel to not finish a job that in just a few more minutes of thoughtful effort would be so easily completed.

Do you finish your workday with a sense of satisfaction and accomplishment? Do you go home and announce with pride, “I striped some of the road today! I made some of the road safer for the residents of that neighborhood!”

“What do you mean ‘some’?” comes the curious reply.

“Oh, well, we’re only responsible for striping the part of the road that is maintained by the county.”

“That’s ridiculous.”

“Yes, I know.”

“Then why do you do it?”

“Because the rest of the road is someone else’s responsibility.”

Look of disbelief.

Shrug of shoulders.

fullsizeoutput_2709

When we allow the red-tape of bureaucracy – be it in our government institutions or our private enterprises – to replace common sense, we also replace the qualities of autonomy and agency that make work the most noble human enterprise.

To be told that “almost” is “good enough” is an insult to the human spirit.


 

It Can Be Done Another Way

I find it easy sometimes to get stuck on how something should be done versus how something can be done. Preferences for certain actions can blind us to the fact that a chosen behavior is indeed preferential and not the only option.

We have some large palm trees in our front yard and occasionally a frond will snap and fall to the ground. These can be ten feet long and very heavy which means they need to be cut up to fit in our green waste can. I have a great hand saw that is perfect for the job while also providing a decent workout!

On one occasion I asked my son to do the cutting and he proceeded to plug-in an electric saw – not one intended for this kind of job – and carved up the branch without breaking a sweat. I remember saying, “That’s not how you do it! You’re supposed to use the hand saw.”

He gave me his best “Are you kidding me?” look with a hint of “Did you want this done or did you want this done your way?” I don’t remember exactly but I probably doubled-down with something like, “But that’s what the hand saw is for, not to mention it’s good exercise.”

That went about as well as you’d expect.

The fact is that he got the job done in a perfectly acceptable way and in a manner that was gratifying to him. Regardless of how I feel about it, that should be enough.

The leadership lesson in this is that if you hire highly qualified people and pay them highly qualified salaries you need to provide them the autonomy they need to do what you hired them to do. Creative and capable people will express themselves beautifully in the right conditions, and those conditions must always include the freedom to make their mark, to test ideas, to share their experience and to solve problems.

Breaking a sweat can be gratifying but it’s hardly ever proof of the best way to do the work.


DAVID BERRY is the author of “A More Daring Life: Finding Voice at the Crossroads of Change” and the founder of RULE13 Learning. He speaks and writes about the complexity of leading in a changing world.

The Ebb and Flow

The ocean is predictable…consistent.

You’re not going to go to sleep tonight worried about whether or not the waves will be coming to shore.

But I wonder, do you go to sleep feeling the same way about your boss?

Does he or she show up every day as you expect them to, as you need them to?

Do they have a “low tide”? A period when they give you the space to do what they hired you to do?

Do they have a “high tide”? A time when they get involved, providing direction and support as specifically as you need it?

The waves may not come onshore tonight. The ocean may not ebb and flow. But it probably will.

And your boss should, too.


DAVID BERRY is the author of “A More Daring Life: Finding Voice at the Crossroads of Change” and the founder of RULE13 Learning. He speaks and writes about the complexity of leading in a changing world.