Succeeding at Your
Job-Within-the-Job
In the current environment
of increasing
demands and shrinking resources, just
being good at your job isn’t good enough. Although your job description may lay
out clear responsibilities and goals, what keeps you moving up the hierarchy is
much more complicated than that list.
To keep succeeding in your career, you must
add value to your organization through continuous learning and outperform
yourself quarter after quarter. On top of that, you need to uncover and learn
to navigate your “job-within-the-job” — the unspoken, unwritten work that,
among other challenges, requires you to manage constant change and navigate
workplace politics, all while getting your best work done.
As I have written about
before, it is imperative to recognize and confront these demands, which I call
the “hidden
curriculum of work.” Your ability to understand, respond to, and
communicate the unapparent demands of your work is paramount. That’s because
when you sit down with your boss every year to review your performance, the
assessment is most likely based on your boss’s (and, to some extent, your own)
limited understanding of your role and your inability to communicate it to
higher-ups. Your compensation and opportunities to grow are tied to your
manager’s incomplete — often unrealistic — expectations about the part you play
in the organization, the challenges you actually face, and the most important
contributions you make.
These three exercises will help you truly
understand your job-within-the-job and discover how it fits in with your
organization and its needs.
Dig deeper.
To go beyond your job
description, start by asking yourself this series of
two-part questions. The first question of each pair pertains to the superficial
expectations of your traditional job description. The second invites you to
probe deeper and helps you translate what you do into the value you deliver.
1. What single statement best describes your
role?
2. What single statement reveals your vital purpose to your team/organization?
2. What single statement reveals your vital purpose to your team/organization?
1. What tasks and activities absorb most of
your time?
2. Which of your contributions have the greatest value to your team/organization?
2. Which of your contributions have the greatest value to your team/organization?
1. What are the common obstacles that prevent
your best work?
2. What are the unexpected challenges of staying on purpose and delivering your value?
2. What are the unexpected challenges of staying on purpose and delivering your value?
The experience of the CTO of a mid-market
technology firm is a good example of how the process works. After some
initial coaching, the executive carefully worked through his six questions and
arrived at the following assessment:
“On paper my job is to ensure that our
technology needs are met so that each business unit operates to its full
potential, but the vital purpose I play goes beyond that: I’m responsible for
anticipating the evolving needs of our business units and ensuring our
readiness to identify and deploy feasible technology solutions that meet them.
“The tasks that absorb the majority of my
time include attending meetings, sending informational emails, and responding
to emergencies, but my higher-value contributions are to enable others to get
out of crisis mode and spend time developing scenarios that help us better
anticipate how our needs may change. Instead of getting caught up in the
urgencies of the day, I need to build deeper relationships to help our leaders
communicate their specific needs. My highest contribution is instilling
confidence and stability in our strategy.
“The day-to-day challenges that prevent my
best work include leading from behind as I often react and play catch up. This
inadvertently sends mixed signals about priorities because I’m prone to let
short-term issues distract me from moving forward on long-term goals. The
hidden challenges are subtler, and more insidious. I set the tone for my team,
so when I react, they react. As I become excessively wrapped up in everyday
execution, I take my eyes off the strategic importance of our long-range
planning. This erodes our business partners’ confidence. I have to remain
strategically focused to boost my team’s motivation and keep us better aligned
with the long-term view.”
Thinking critically about and answering these
six questions began to reveal the CTO’s job-within-the-job, which was the
pivotal first step.
Look outward.
Once you can more clearly see the unobvious aspects
of your role, it’s important to test your findings against the perceptions of
others. To start, consider your own boss and ask, “How much does she understand
about my job-within-the-job? What do I need to communicate to make her aware of
the true challenges of my work? What would shift if I were ultimately rewarded
for effectively addressing these elements?”
For leaders, the question becomes, “How well
do you understand the jobs-within-the-jobs of your people?” Think about those
individuals who are most responsible for your team’s success. Can you
articulate a clear picture of their vital purpose, value-added contributions,
and hidden challenges? Where might you be losing credibility by not seeing —
and meaningfully supporting — the true demands of their jobs?
After finishing this second
exercise, the CTO began to rethink several key aspects of his approach,
including ways to manage his key relationships where there was little knowledge
about his purpose, contributions, and challenges. He also committed to
investing more time in one-on-one conversations with his directors in order to
more fully understand the true demands of their roles. More
than anything, the experience of seeing a more precise and comprehensive
picture of his job-within-the-job restored his energy to keep charging ahead.
Align with the mutual
agenda.
Once you are fully aware of your
job-within-the-job, it is critical to validate its ongoing relevance. You must
confirm whether or not there is a “mutual agenda” — the powerful space where
your own goals and desired contributions intersect with the organization’s
needs. A mutual agenda ensures your work is vital and value-driven.
You cannot define a mutual agenda in
isolation. Even the strongest individual contributors must collaborate with
others to assess changing market conditions, internal company challenges,
shifting stakeholder priorities, and the like. Initiate a conversation with
your boss or other trusted colleagues to explore your assessment of your
job-within-the-job and ask, “If I’m successful in fulfilling this purpose,
delivering my valuable contributions, and meeting these challenges, how will
that directly enable our team/organization to achieve its intended results?”
If you discover that your job-within-the-job
does not align with the vision and priorities of your enterprise, you’ve made
the case for why and how your role may need to evolve. Rather than staying in a
role that keeps you stagnant, fine-tuning your contributions to align with the
mutual agenda will activate your focus and positive outlook in the short-term.
In the long-run, your value-added contributions will improve the team’s
performance, while opening your access to choice assignments and increased
opportunities for advancement.
http://www.strategy-business.com/blog/Succeeding-at-Your-Job-Within-the-Job?gko=35689&utm_source=itw&utm_medium=20161108&utm_campaign=respA
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