The Myth Of Being Indispensable In The Workplace
Here is your reality check.
Many of us desire to be the person with whom our employer just cannot do without.
The most common perception is that being indispensable at work means “doing the job” better than anyone else. Being the go-to person, the expert, the fountain of knowledge.
And if you position yourself to be this person then your organisational stock rises. You become indispensable, your bargaining power is strong, and your security is ensured.
If you are deliberately trying to create a future that feels safe, you will wilfully ignore the future that is likely – Seth Godin, Linchpin
Instead, the ideal state to aspire to is to not be indispensable at all.
Indispensable people carry a burden on them that cannot be easily shed. They are the “go-to” people and with that comes an intrinsic value. But this also comes at a price and that price is mental freedom.
Indispensable people cannot simply switch off. As long as their motivations and values are aligned with their employer there is the constant need to deliver.
That need comes from the organisation…and the individual.
They cannot switch off. And if they eventually do, they may still sneak a peak at their emails whilst on holiday, or take that call from the boss at 11pm to help resolve the perceived crisis that has arisen.
The truth is that most work places have people considered “indispensable” in one form or another. However, what is not openly discussed is that even these people are replaceable.
It is folly to think that you are indispensable.
The reality is that every organisation can survive a departure, unless you are a sole proprietor!
So don’t ever fall into the trap of thinking you are indispensable, because you simply are not.
If you have been around long enough you may have acquired an intimate knowledge and understanding of a process or system that must require your input when the shit hits the fan.
If so, good for you. But ask yourself, why does this need to remain this way. No organisation should be wholly reliant on any individual to deal adequately with a circumstance.
If this is the case then both the organisation and the individual have failed.
The organisation has failed to contingency plan for the eventual loss of a key employee. We all leave at some stage, some planned, some unplanned.
The individual has failed to share the knowledge. The reasons for this may vary but the end result is the same.
“Only <insert name here> can sort this one out”.
So there is no real winner here. If you have indispensable people in your workplace your first priority should be to find and develop others who can step into their shoes.
To make them dispensable.
Commence the knowledge transfer through training, mentoring, process documentation, system and process re-engineering, outsourcing, insourcing, whatever-sourcing.
Just don’t be reliant on that one person to keep the wheels turning!!
And if you are that individual, be aware that management is fully aware of the situation. If they are at all competent in their role they will already be planning for your replacement.
And when they ask you to mentor the younger heir-apparent, don’t get paranoid or precious about this.
Embrace this as an opportunity for you to once again demonstrate how valuable you are to the organisation by becoming the teacher.
If a man is to shed the light of the sun on other men, he must first of all have it within himself – Romain Rolland
Your legacy will be what and who you leave in your footsteps when you eventually leave.
If you leave behind a vast void of knowledge and response-ability, you have failed.
Your ex-colleagues will reflect poorly on what you have left behind, and your replacement(s) will simply reset the clock and commence the role as best as they know how.
Very quickly the organisations course is righted and you are just another diminishing ripple in the ships wake.
I have seen this many times throughout my working career. Once esteemed employees, considered “indispensable”, leave.
The following Monday morning it is as if nothing notable has happened. There is a now an empty desk, co-workers continue to go about their day, and there is talk of when the “new guy/gal” will be starting.
The company continues to produce the widgets or provide that unique service proposition, colleagues find the answers another way, and the EBIT remains on forecast.
I have also witnessed first hand when someone left who was the SME (subject matter expert) and the organisation was very reliant on them.
And guess what, the company continued to produce the widgets, colleagues found answers another way and the EBIT hit forecast.
Because we are resourceful. We embrace problems (ie: departures) and we find ways to deal with this.
Information and knowledge is so readily accessible.
- We can systemise the IP
- We can retrieve key records and documents using keywords searches and image recognition
- We can google the answer
- We can instantly hire in external expertise even if they are in a different continent and time zone
- We can readily re-establish contacts and relationships via platforms such as LinkedIn
- We can real-time communicate with our customers to let them know about our current “road bump”
Basically, we can deal with this.
Your departure was just another inevitable road bump along the corporate road well travelled.
It serves no-one but the ego of the individual who considers themselves indispensable.
Being the indispensable one at work is folly. Instead, strive to be invaluable.
PS: What sort of leader are you? The Rockstar leader, the Busker or the Shower Singer? Find out by taking the (fun) 3 Minute “Ugly Truth” Leadership Quiz here.
