Power • Influence • Impact

Responsibility

Far too many people for my liking are sitting back waiting for things to happen so they can make the progress they wish to make.

Waiting for promotion. Waiting for opportunities to present themselves. Waiting to be asked. Waiting to circumstances to become more  favourable. Waiting, waiting, waiting…

The net effect of all this waiting is that you have handed over responsibility to someone else. You are not in control.

You may well say that you cannot control when you get promoted, and you would be right. But, you can control how you proactively move it forward, and your responses when they don’t move fast enough.

While total control in many situations is unlikely, what I need to stress it that it is the amount of control you allow other to have.

Recently I was speaking with someone who had been offered promotion if she exceeded expectations in her new job. She had exceeded expectations, but for some reason or other, promotion was not forthcoming. “Maybe next round, if you are able to raise your performance further.”

“Fool me once, shame on you. Fool me twice, shame on me.” Anon

The natural response would be, okay, unhappy but it’s only another six months. But, what if the same thing happens again.

A more “responsible” reaction would be: let’s hope they come through in time, because I’m exploring other options now. And you can do that without being disloyal, threatening or devious. 

The bottom-line is that you are the one who has the most to lose, and the most to gain.

Go on, take a hard look in the mirror. Be honest with yourself. Are you taking enough action to move forward your goals?

Take responsibility. Take ownership. Take action.

 

Related Resources

 

Ref: BIL1

One of the rapidly growing problems today, as disruption lands across every level of an organisation, is building and maintaining real influence in complex settings.

Ethical Strategic Influence

 

The practical process, first developed in 2008, that is currently helping serious professionals in organisations like GSK, Zurich, and the NHS.