第7章
Some people are tempted to hold others accountable for their work satisfaction. Most find over time that those others can't—or won't—deliver what's wanted and needed. Ultimately you choose your career, your boss, your team, your organization. You decide how long to stay, and you have the power and influence to improve your work. Accept that re- sponsibility, complete with its challenges, and you'll get more of what you want from your work and your workplace.
If It's to Be, It's Up to Me
You may have heard that quote before. And you may even have found it annoying. Annoying, but true.
I pushed the snooze button again. It was Monday morning, and the last thing I wanted to do was get up and go to work. I drank another cup of coffee, dropped off the dry cleaning, and actually felt relieved about the traffic jam that delayed my arrival even more.
After months of feeling this way, I decided no one was going to do a thing about it—but me. My boss isn't the type to have a conversation with me about my career, and no one was offering me an exciting new opportunity.
One night I took my wife to dinner and told her I had to do something about my work. I had to leave or make it better. We spent the next three hours writing down all of my options and talking about several strategies.
I started researching some of those options the following week. I talked with my boss about doing more of the work I love and less of the work I dislike. I also talked about options with several colleagues and even a manager in another department. In all of that exploration, I found a colleague who actually loves to do what I hate! With my boss's help, we've redesigned both my colleague's job and mine. I still work in the same company, even for the same boss, but my day-to-day work has changed by 80 percent.
Get this. On a Sunday night, I actually felt excited about the workweek ahead. What a relief!
How have you taken charge lately?
I've carefully evaluated and listed (in detail) what I love about work and what I don't. (yes/no)
I've looked at my latest performance review and identified a step I could take to improve. (yes/no)
I've chatted with a sympathetic (smart) partner about work and what I want from it. (yes/no)
I've clearly evaluated my role in a workplace dilemma or dissatisfaction. (yes/no)
I've explored and then listed all of my options. (yes/no)
I've identified what is possible and what isn't, given this organization's culture, leadership, or rules. (yes/no)
I've taken a risk and talked to people who might be able to help me (yes/no)
—or—
??tried something new. (yes/no)
If you answered no to any of these, it's simple: Do it.
Even if you're on the right track, you'll get run over if you just sit there.
—Will Rogers
Beware the Blame Game
When you point a finger, remember that three
other fingers are pointing back at you.
It's so easy to blame. For most of us, the excuses and finger pointing are a knee-jerk reaction. It's a normal, human defense. But blaming seldom gets us what we really want and need.
It's called the Blame Game. You know, when you point the finger and say, "He did it. She did it. They did it." I was into that game big-time until a friend suggested I stop whining and take some accountability for my unhappy work situation. (Yes, friends will tell you the truth!) I realized that I was bored and had basically retired on the job. It wasn't all my fault, but it wasn't really all theirs, either. I talked to my boss about doing something new. He had no idea how bored I was and has helped me find new, more challenging work. I'm learning again and happy with my job.
This entire book is about taking responsibility for your own satisfaction. The "Buck" philosophy supports the messages in all other chapters.
If you don't buy "B," you'll never get to "Z."
Yes, others have roles to play in your work success and happiness. But none have roles that equal yours.
Ultimately, it's up to you to change what you don't like and to find what you really want at work.
Seen at a Grateful Dead concert, late 1960s.