5 attitudes that distinguish truly valuable employees from ordinary ones
Miscellaneous / / April 04, 2023
Find out what line of conduct to follow to become the dream of any employer.
In Valued Employees, best-selling author and New York Times researcher Liz Wiseman reveals the secrets of stellar professionals. She explains who are the "key players", why some employees become them, while others do not, and what needs to be done to become indispensable. With the permission of the MIF publishing house, we publish an excerpt from the first chapter.
The approach of valuable employees differs not in trifles, but in a fundamental way. The bottom line is how these professionals operate in situations they cannot control. Ordinary employees were successful in standard situations, but they were easily confused by uncertainty, they stalled in conditions of ambiguity. But while others hesitate, high-value employees plunge headlong into chaos. They keep calm and balance and, like experienced surfers, they 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
meetingswhere there are many participants and no clear leaders; or new territory with unfamiliar obstacles; or targets that change shape as they approach; or requirements that grow faster than the ability to meet them. All these complexities, once considered something extraordinary, today have become an everyday endless reality. How high-value employees perceive and respond to such external factors is a central element of their extraordinary significance. […]Listed below are five approaches we found that differentiate high-value employees from their peers. Each of these approaches includes a range of behaviors that are based on the belief that opportunity can be found in the midst of uncertainties and difficulties.
1. Do exactly what it takes
When faced with confusing problems, high-value employees think about the needs of their organization. They go beyond the task assigned to them and take on the work that really needs to be done. High-value employees are dedicated to serving, and this encourages them to empathize with stakeholders, look for unmet needs, and focus their efforts where it is most useful. Along the way, they help the organization adapt to change, shape flexible workflow and create a reputation for themselves as versatile players who can come in handy in different roles.
More typical employees operate from a duty-based attitude, 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.
2. Lead and yield
When it is clear that something needs to be done, but it is not clear 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 are not formally authorized to do so. Their model leadership fluid: dominate on demand, not on command. They are situationally oriented, step in when needed, and when the task is done, give in to leadership and just as easily follow directions. The willingness to both lead and obey creates a culture of courage, initiative and flexibility in the organization.
Most employees in such conditions behave like outside observers: 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 guidance, valuable employees are stepping in and leading the process.
3. Bring to a conclusion
Power players are usually obsessed with getting things done. They don't give up and complete the job completely, even when the going gets tough and the path is littered with unforeseen obstacles. These employees are characterized by a strong sense of agency and self-reliance, which encourages them to take responsibility, solve problems, and complete work without constant supervision. In doing so, they don't just go ahead; they improvise, they allow themselves to do something outside the box, they look for the best approaches. Achieving results against all odds, they create an atmosphere of reliability and gain a reputation as key players who can make a leap forward.
Typical employees prefer the avoidance mindset. They can be responsible, but when the going gets tough, they just pass the problems on to management instead of solving them on their own. At worst, they just get distracted by something else, lose desire to work and finally get bogged down. While others escalate problems to management, valuable employees follow through.
4. Ask and correct
High-value employees tend to adapt to changing conditions faster than their peers because they see new rules and goals as a chance to learn and grow. They certainly value support and positive feedback, but at the same time they are interested in criticism in order to change the calibration and direction based on it, to adjust their efforts. Along the way, they contribute to learning and innovation in the team, help the organization to keep up with life, for themselves gain a reputation. easily trained people who both improve themselves and raise the bar for the whole team.
Most ordinary professionals interpret change as some kind of irritant, injustice, threat to the stability of the work environment. In changing conditions, they tend to stick to what they know well and continue to play by the rules that confirm their current competence. While others struggle to cope with and minimize change, high-value employees are learning and adapting to the new.
5. Make it easy for others
When the team is under increased pressure and new demands are pouring in, valuable employees make difficult work easier. They help others carry the load, not because they take on other people's tasks, but because they are easy to work with. Thanks to them, cheerfulness and equanimity appear, it becomes less drama, politicking and stress, the case is arguable. They create a positive, productive work environment, foster a culture of collaboration and inclusion, and are gaining a reputation as high-performing, unpretentious players - the type of people with whom you want to have case.
Most typical players under pressure and at peak load start looking for help rather than offering it. If this becomes the default response, they only increase the burden on already overstretched teams and can become a burden on colleagues and management in times of need. While others increase the workload, valuable employees make it easier.
The book "Valuable Employees" will be interesting because he wants to make a career and benefit the company. It will help you figure out what skills to pump to become a truly indispensable colleague.
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