Does Indispensability = Job Security?
A lot of people seem to think that the most certain way to build job security is to make themselves indispensable. But indispensability isn’t always a good thing.
It comes in two flavors, each of which are completely different.
The first form of indispensability, which is generally desirable, is when you’re seen as someone who consistently creates extraordinary value for your company.
In this case, your boss might be heard to describe you in talent management discussions as indispensable.
But the more common (and much less desirable) form of perceived indispensability is when you have critical knowledge that poses a risk to the company, if you were to leave.
Some people use knowledge hoarding as a tactic to increase their job security. They figure the company couldn’t afford to lose that unique skill.
But the reality is, if you don’t share your knowledge, you’re putting a flashing neon light over your head that says: “I’m a risk to the ongoing performance of the team.”
If, God forbid, you were to get hit by a bus, the team is screwed, at least temporarily, because no one else can do your job.
Even though it may not be the preferred outcome, every company knows that, in the end, no one is indispensable…
I never was…
No one who worked for me ever was…
Sure, it might really hurt when a key individual leaves.. but you get over it and you move on
Large corporations are unbelievably resilient to stuff ups. So even when people who may have been considered indispensable leave, the company goes on…
… Maybe not as fast
… Maybe not as well
… Maybe leaving a bunch of upside on the table
But, more often than not, the company survives just fine
If you ever find yourself thinking, “how could the company do this without me?”… trust me, they’ll work it out!
I even let a number of senior people go during my executive career, precisely because they set out to make themselves indispensable!
I knew that if they were choosing not to share their knowledge, they would build completely the wrong culture into their team!
High performance cultures don’t subscribe to the knowledge is power theory.
If you want to improve your job security, don’t try to make yourself indispensable – instead, make yourself redundant.
I know this sounds counterintuitive, but this is what the best leaders do. The ones whose teams achieve genuine high performance!
They are absolutely relentless in their quest to build capability. They want to grow as many ready-now successors below them as possible.
If you focus on this, it will open the door for you to become a trusted advisor… someone who your bosses look at and go, “I just wish we had more people like Greg!”
Your goal should be to build your team capability, so that it functions brilliantly… whether you’re there or not.
Do that, and your bosses will be crawling all over themselves to promote you so that you can have an even greater impact on the business!