Contrary to what many biologists might suggest, neither fight nor flight are the most common defense mechanisms, at least not in humans. No, the majority of us protect ourselves with a far more destructive positioning strategy: when we feel incapable or inadequate, we abandon accountability and responsibility and take the “not my problem” stance.
It’s an attitude that we adopt when we leave our comfort zones and enter new territory. We want others to know that the reason we don’t understand or have the answers is because, well, that’s not our department. We’re not good at math, and never said we were. Or we’re tech folks; marketing is another universe. Specialization can be a tremendous asset in an organization, but when we turn that specialization into an excuse to throw up our hands and surrender responsibility to someone else, we do great harm by lowering the bar for everyone.
With new generations of eager, multi-capable job seekers entering the workforce, cross-training and cross-functional teams have become part of corporate vernacular. Indeed, with entrepreneurial and startup culture at the forefront of our nation’s discourse on the economy, the value of a multi-talented employee is greater than ever. The emphasis is on nimbleness, initiative, and can-do. We’re in an information age: highly specific information is available with a few key strokes on Google. There’s no excuse for not knowing; only that we didn’t care enough to find out.
One consistent thread of success that has run through every era is passion. People who matter give a damn. They take responsibility. They own their opportunities. No matter your job or department or background, no matter your expertise, you simply must develop a deep and unwavering passion if you want to lead. It’s applicable to giving a great presentation, and it’s applicable to your career and your life. We humans are hardwired to follow those who know precisely where they’re going, and why. Few qualities are more soothing than working with or beneath someone with clear principles and a specific plan. It makes us feel secure and helps us know our role, which in turn helps us buckle down to do our part, whatever that may be.
We have a responsibility to give a damn, no matter what. There is no “other department”—those classifications have the most meaning to people in payroll as a mechanism for distributing checks. The reality is that we must care about every aspect of our organization. Owning your opportunities means owning the central mission, not one little sphere of influence. And when opportunity comes knocking, and you’re asked to speak for one reason or another, that accountability and passion for the greater cause will transfer, too.
Question: How do you feel when you hear someone pass responsibility off to someone else? Have you ever listened to a presentation from someone who wasn’t truly invested in their message?
