Seniors in the workplace always say, "You have to be an 'indispensable' talent in the company." But the Wall Street Journal says this may be the biggest lie in the workplace!
Even though many employees consider themselves "indispensable" in the workplace, they have not been able to resist the latest wave of white-collar layoffs. Whether it's being made redundant themselves or witnessing someone else walking in a row, all office workers have the idea that no employee is indispensable. Some people even think that there is no point in working hard, that being too "slave" will only lead to exploitation, and that they will eventually be laid off anyway.
Making one employee too important weakens the team
But some bosses suggest that it was a conscious choice — a strategy to prevent employees from becoming indispensable. Because, even for the "best members" of the team, any over-reliance is too dangerous!
Avin Kline, the chief executive of Lucyd, a Florida-based marketing firm, said he estimates that most of the company's 55 employees will only be with the company for two to five years. Since talent turnover is inevitable, don't let one person become too important. At Lucyd, every account manager has to share project notes and progress with their colleagues so that others can pick them up if necessary, so that one account manager doesn't become too important and the client wants to leave the company.
Debbie Boone is an independent consultant with 20 years of experience in veterinary practice management. She sometimes lays off people who are very capable, but chooses to keep them in the hands of those who share their experience and knowledge. Because, these employees may improve their status, but they will weaken the team. She warns that being the "only" employee with certain skills or certain information can feel secure, but it can also lead to selfishness and dismissal from your boss for neglecting teamwork.
When you become indispensable, it also makes you hit the ceiling of the workplace early
Liz Wiseman, a former Oracle Executive Executive, is the author of the New York Times bestsellers "The Multiplier Effect" and "Influence Habits." She found that once the goal of the workplace becomes "indispensable", it puts long-term career development at risk.
First of all, making yourself indispensable can make you completely trapped by your work, which in turn reduces your sense of well-being. What's even more terrifying is that it also makes you hit the ceiling of the workplace early. When no one else can handle your work, and when a new and better opportunity arises, your boss will hand over the stage to your colleague because there is no one to fill your place.
Furthermore, it jeopardizes your "leadership." A human day is 24 hours, and when you become an indispensable, omniscient, and super-capable supervisor, it often means that you neglect to care more about and develop the potential of your subordinates. This can discourage employees from doing the bare minimum and lead to a loss of team performance, which in turn can affect your promotion. Therefore, Wiseman believes that instead of keeping one hand, it is better to "copy" the skills he has. In other words, instead of making yourself indispensable, be a valuable employee.
To be a valuable employee, she has 3 suggestions:
1. Clarify the key tasks and then take the lead in executing them
She asked 170 managers what they admired most about employee behavior, and the number one answer was: when employees take the initiative to do things. Not only is this a demonstration of initiative, but at the same time, they will also gain valuable leadership and influence in the process, which is one of the necessary conditions to be a supervisor.
2. Fill the leadership vacuum
It is estimated that up to 63% of meetings do not have a clear agenda or goal. And you can volunteer to fill in the blanks and be the one who actually gets things done. Or, privately or publicly, thanking the unseen behind the scenes will allow you to build up important "trust" in the workplace.
3. Contribute to areas where we have strengths
One of the most valuable team contributors doesn't say everything and respond to any need. Instead, they will only find overlapping intersections between the company's key needs and their greatest strengths.
Wiseman describes this talent as a "natural genius", and when we use this talent well, when we are faced with something bigger than ourselves, it often creates unintended chemistry that benefits everyone in the organization.