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My out-of-office message links to wikis where people can get self-service information, and backup contacts in case people have other questions. I’ve helped the three teams I’m working with learn more about using the Idea Lab tools I built. I can take my two-week vacation without worrying that projects will be delayed. Heck, I can get hit by a bus and things will still be okay at work. (Although I’ll try not to be hit by a bus.)
Making myself dispensable is paying off.
It’s good to make yourself dispensable. It’s even better when you don’t have to do the mad scramble for documents and tools the week before you leave. I’ve been documenting and automating my work from the beginning.
In a recent presentation to a defense client, I talked about how to develop the habit of sharing. During the discussion, one of the participants asked how that related to job security.
I mentioned a good book on how to be indispensable: Linchpin, by Seth Godin.
But it’s much better to be dispensable and invaluable. Indispensable people are a big risk. Whether they’re indispensable for good reasons (always knows the right thing to do) or bad reasons (hoards knowledge so that no one else can solve that problem), they can derail your project or your organization. People become dependent on them. And then when something happens—vacation, lottery, promotion, sickness, death—the team stumbles. Something always happens.
On the other hand, invaluable people help their teams grow along with them. They make themselves obsolete by coaching successors, delegating tasks to help people learn. They eliminate waste and automate processes to save time. They share what they know. They teach themselves out of a job. The interesting thing that happens to invaluable people is that in the process of spreading their capabilities to the team, they create new opportunities. They get rid of part of their job so that they can take on new challenges. Indispensable people can’t be promoted without disruption. Invaluable people can be promoted, and everyone grows underneath them.
You might be harder to fire if you’re the only one who knows the secret recipe, but wouldn’t you rather be the person people want to work with because you can solve new challenges? The first might save you during a round of layoffs, but the second will help you grow no matter where you are.
So, how can you be dispensable and invaluable?
Document with your successor in mind. Write instructions. Organize resources. Make it easy to turn your projects over so that you can take an even better opportunity if it comes along. Document, document, document. Push the knowledge out so that you’re not the only expert. This will help you and your team work more effectively, and it will reduce the work too.
Automate, automate, automate. If you can automate the repetitive or error-prone parts of your work, you’ll rock, and you’ll help your team rock too. If you don’t know how to program, you might consider learning how to – whether it’s Microsoft Excel wizardry or Perl geekery. Save time. Cut out the boring parts. Make your work easier.
If you do this well, you will work yourself out of at least the bottom 10% of your job each year… and you’ll open up at least 20% in productivity and new opportunities–not to mention the multiplying effect that you’ll have on your team and your organization.
Be dispensable. Be invaluable. Make stuff happen.