Never Accept a Job or Assignment Without Knowing What Success Looks Like
Written by Jerry Roberts. Follow me on Twitter.
Change, Communication, Innovation, Miscellaneous, Motivation, Success
photo by Cogdog
As discussed in What Assembling a Christmas Gift Can Teach Us About Helping Workers Succeed, If you’ve ever done the assembly of a complicated holiday gift or a jigsaw puzzle with several hundred pieces, you know that it’s impossible without one thing:
The picture on the outside of the box.
Without that, very few of us would even attempt the challenge.
Why then, would we accept a new job or a project assignment without having our boss show us the box? In this case, “the box” is his idea of what success is.
Pretty simple stuff, right? It’s like getting directions before launching a road trip. If you don’t do it you pay a price later. Too often, workers make just this mistake. They don’t ask questions about precisely what is expected. But why?
The reasons are simple:
- They don’t want the boss to know they weren’t paying attention.
- They don’t want the boss — and coworkers — to think they’re dumb.
- They make assumptions that they “get it,” and figure they can smooth out the details later if they have problems.
Been there, done that
Have you ever walked out of a meeting, having accepted a task without really knowing what was expected of you? If not, then you know someone who has.
What many younger workers don’t understand is that it’s not an embarrassment to ask the boss specific questions, whether in a meeting or in private, until you know everything necessary to do the job right. In fact, it shows strength. It displays your understanding that it’s about doing what’s best for the team.
In fact, most managers will appreciate your careful attention to detail, which will set you apart from others.
To read a discussion of this subject from the management perspective, please see What Assembling a Christmas Gift Can Teach Us About Helping Workers Succeed
So, to sum up the first major requirement in accepting a job or project: Have a clear understanding of what success is, from the employer’s point of view. Then set out to change things.
At a conference I attended, leadership guru Tom Peters went a step farther in stating that no job or project should ever be accepted as-is, that after analyzing the task we should make changes — even small ones — that will allow us to put our imprint on the final product.
Peters believe that this makes you stand out to the boss and the organization and boosts your stock. I agree. But there’s more.
It teaches a little about negotiating with your supervisor and exploring risk, all in the name of organizational benefit. Even if you don’t get to make all of the changes you ask for, whatever you do gain is a victory.
All you have to do then is deliver the goods. If you do, chances are the boss will be open to expanded roles and even bolder suggestions in the future.
Even if you fail to deliver on everything you negotiated, you don’t really lose because most people never step up and do what I’m suggesting. Employers dream about having workers who will take such initiative. You score some points, regardless of the outcome.
What if the boss won’t allow any changes?
Some supervisors won’t be open to letting you modify a project or job and there could be a number of reasons. Protecting one’s own skin is usually high on the list.
If he’s not secure in his own position and figures that a blown assignment could cost him, it’s doubtful you’ll get any latitude. That said, here’s what I would discuss in a private meeting:
1. Go over the plan, point by point. Even if it’s the second or third time, it shows your complete understanding. This adds a layer of confidence for what you’ll be requesting.
2. Discuss alternative strategy that could yield equal or better results, and give strong reasons for your suggestions. If your plan will get the job done in the same amount of time, or less, that’s important. If you can save money, show how. Any time you can save either time or money, a manager has to listen.
3. Frame your concepts in terms of the overall benefit to the department or organization as a whole. Explain how your plan matches up with the goals of the current business or strategic plan. It’s much tougher to turn you down when you can make this case.
4. Brainstorm the strategy with your supervisor, asking for input. Let him put his mark on your plan. It’s only human nature to get more excited about something we are a part of. If the boss will do this, it’s almost automatic buy-in.
The last point has even greater importance as it’s essentially collaboration. He’s not just your boss, now he’s your partner on a project, or co-designer of a new position. This can’t help but bring bigger benefits later on, as long as you show you can hold up your end of the bargain.
As a supervisor I want to help people grow their skills and their taste for intelligent risk taking. That builds leadership, strengthens the entire team, and then I can move on and try to do the same with someone else.
Nothing here is guaranteed. I’m not suggesting that your boss will let you do any of this, or you may have to fight hard for the smallest of modifications. That’s fine. Do whatever it takes to show what you’re capable of.
Then, press for more.
Even if you get nothing that you ask for, do the job to the best of your ability, exceed expectations, and then repeat the process with your next assignment.
Keep repeating, until you get the chance you’re looking for.
In Peters’ view, and I agree, individuals and organizations gain when everything is given a look through fresh eyes and improvements are attempted.
Feel free to add your comments to this, whether you agree or not.

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