In the book "Valuable Employees", bestselling author and New York Times researcher Liz Wiseman reveals the secrets of star professionals. She explains who the "key players" are, why some employees become them and others don't, and what needs to be done to become indispensable. With the permission of the publishing house "MYTH" we publish an excerpt from the first chapter.
The approach of valuable employees differs not in small things, but radically. The bottom line is how these professionals act in situations they can't control. Ordinary employees turned out to be successful in standard situations, but they were easily confused by uncertainty, they stalled in conditions of ambiguity. But while others doubt, valuable employees dive headlong into chaos. They remain calm and balanced and, like experienced surfers, pass through the oncoming wave.
Almost every specialist, wherever he works, faces waves of uncertainty. These are problems that everyone sees, but that no one wants to deal with; or meetings, where there are many participants and there are no clear leaders; or a new territory with unfamiliar obstacles; or goals that change shape as they approach; or requirements that grow faster than opportunities andx execute. All these difficulties, once considered something extraordinary, have now turned into an everyday endless reality. The way valuable employees perceive and respond to such external factors is a central element of their extraordinary significance. […]
Below are five approaches we have discovered that distinguish valuable employees from their colleagues. Each of these approaches includes a number of behaviors that are based on the belief that among the uncertainties and difficulties, an opportunity can be found.
When faced with confusing problems, valuable employees think about the needs of their organization. They go beyond the task assigned to them and take up the work that really needs to be done. Valuable employees are dedicated to serving, and this encourages them to empathize with stakeholders, seek out unmet needs and focus efforts where it is most useful. Along the way, they help the organization adapt to changes, form a flexible workflow and create a reputation for themselves as versatile players who can be useful in different roles.
More typical employees act on the basis of an attitude to perform duties, narrowly perceiving their own role and playing in a given position. While others are doing their job, valuable employees are doing what needs to be done.
When it is clear that something needs to be done, but it is unclear who is responsible for it, valuable employees step in and lead the process. They do not wait for an invitation, but solve problems and involve others, even if they do not formally have the authority to do so. Their model of leadership is fluid: to dominate on demand, not at the behest. They are guided by the situation, get involved if necessary, and when the task is completed, they yield to the leadership and just as easily follow the instructions. The willingness to lead and obey creates a culture of courage, initiative and flexibility in the organization.
Most employees in such conditions behave like bystanders: it seems to them that someone else should take responsibility, and they will simply be given orders in due time. While others are waiting for instructions, valuable employees get involved and lead the process.
Influential players are usually obsessed with getting things done. They do not yield and complete the work completely, even if it becomes difficult and the path is littered with unforeseen obstacles. Such employees are characterized by a strong sense of freedom of action and self-confidence, which encourages them to take responsibility, solve problems and complete work without constant supervision. At the same time, they do not just go ahead; they improvise, allow themselves to do something outside the box, look for the best approaches. By achieving results despite all adversities, they create an atmosphere of reliability and gain a reputation as key players capable of making a leap forward.
Typical employees prefer an avoidance mindset. They can be responsible, but when it becomes difficult, they simply pass the problems to the management, instead of solving them on their own. In the worst case, they are simply distracted by something else, lose the desire to work and finally get bogged down. While others pass problems on to management, valuable employees bring the matter to an end.
Most ordinary professionals interpret changes as some kind of irritant, injustice, threat to the stability of the working environment. In changeable conditions, they tend to stick to what they know well and continue to play by the rules that confirm their current competence. While others are trying to cope with the changes and minimize them, valuable employees are learning and adapting to the new.
When the team is under increased pressure and new demands are pouring in, thanks to valuable employees, difficult work becomes easier. They help others to carry the load, but not because they take on other people's tasks, but because they are easy to work with. Thanks to them, cheerfulness and equanimity appear, there is less drama , politicking and stress, the matter is disputed. They create a positive, productive working atmosphere, strengthen the culture of cooperation and inclusivity and gain a reputation for high—performance, unpretentious players - the type of people you want to deal with.
Most typical players, under pressure and at peak load, start looking for help rather than offering it. If this becomes the default reaction, they only increase the burden of already overstretched teams and in difficult times can become a burden for colleagues and management. While others increase the workload, valuable employees make the work easier.
The book "Valuable Employees" will be interesting for those who want to make a career and benefit the company. It will help you figure out which skills to upgrade to become a truly irreplaceable colleague.
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