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One of my first bosses once told me, “If you show up earlier than your boss, stay later than your boss, and send ideas to your boss every week, you will never be in want of a job.”
That advice, given before the era of smartphones, remains relevant even today. As a young professional, demonstrating physical presence was more than half the battle. In our virtual world, being on camera, presentable and intellectually prepared for calls makes a significant difference. However, beyond mere presence, the willingness to suggest ideas, seek advice and strive for continual improvement is what truly sets an individual apart. Whether you’re a W-2 employee or the “owner” of a business, the principles remain the same.
A friend once asked me if I believed “professional hunger” can be taught or instilled, or if it is “genetic” in some way. The most cynical among us might view the desire to “own” assignments, see things through to total completion, and think around corners as a pipe dream. Yet, the reality is that professional hunger is the most potent force propelling individuals and organizations toward success. If a colleague sent ideas each week on how we could improve our intentional approach in addressing clients’ challenges and opportunities, I would not only evaluate them appreciatively but also find ways to involve these colleagues more in our strategic processes.
Adopting this proactive attitude contrasts sharply with the defensive stances some take regarding professional drive. In the often-quoted film “Office Space,” the human resource consultants (a/k/a “The Bobs”) ask, “What would you say you ‘do’ here?” The defensive response they receive from one senior executive (who is ultimately let go) highlights a missed opportunity to list activities that justify the executive’s role and potentially position that person as a greater team contributor.
Sometimes I forget that being “the boss” does not grant me immunity from the same standards I like to think I hold my colleagues to every day. If I can’t answer the question, “What do you do here?” on a consistent basis with something more substantive than, metaphorically speaking, “move paper around,” then am I carrying my weight? Like much of life (and work), it is never that simple. I like to believe that I play a different role than everyone else, but the challenge and accountability must remain, regardless of the role.
An entrepreneur friend advised me to remember that my colleagues and employees are not me. His meaning was clear: No one, not even the highest-performing team member, will ever care about the business as deeply as I do. It’s improbable that they will execute every job component exactly as I would. This realization, especially in hindsight, underscores the importance of understanding that while I may “own” the business, we work together—and co-workers’ differing perspectives can be a significant asset.
In professional services, the easiest “North Star” is to put oneself in the client’s shoes. I am learning not to skip the step in between, putting myself in the shoes of my colleagues as they put themselves in the shoes of our clients. As I mature, and I have a long way to go, I recognize that “they are not me” is not a professional shortfall. It’s an opportunity for me as “the boss” to embrace that our differences can be a strength.
Instead of expecting my colleagues to send ideas to me, maybe I need to invert the pyramid. If I assume the responsibility of sharing ideas (not necessarily directives) with them, will I do a better job of teaching or instilling the “professional hunger” I espouse to possess?•
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Rateike is founder and owner of BAR Communications and served as director of cabinet communications for President Donald Trump. Send comments to [email protected].
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