When Everything Becomes Your Job: Role Clarity on Leadership Teams

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Hey, this is the Career Refresh, and I am your host, Jill Griffin.
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Today we are talking about what I'm seeing inside leadership teams.
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And this is something that happens a lot, and it's when roles are assumed and undefined at the same time.
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It creates this confusion.
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And I don't believe that there are tight white borders around job descriptions that everybody stays perfectly and always plays perfectly within certain lanes.
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It's not how organizations work.
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And they, if they were working that way, they probably never should have worked that way.
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But with change happening as quickly as it is, priorities are shifting, companies are reorganizing, new technology showing up.
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All of these things are having an impact and changing business direction.
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When something, um if somebody leaves, or if a client shows up with a new ask or a new scope that nobody anticipated, suddenly there's work that's sitting in the middle of the table and it doesn't clearly belong to anyone.
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And that's normal, right?
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It's totally normal that happens.
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But what's not normal or effective, I would say, my friends, is that how the team decides who is picking it up, it's often that strategic.
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And that's what we're digging into today.
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All right.
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So let's do it.
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What happens when there's an absence of clarity, and I'd also say a process, is that personalities will start to fill the gap.
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And that's where it's going to get very messy.
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Because people with stronger communication styles, sometimes it can range from really aggressive confidence to flat out bullying, and they can become very influential in deciding whose priority something is.
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And what happens then often is no surprise, is that that individual is going to decide who is going to own this.
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So the diligent, the thoughtful person, the person who maybe is a little bit slower to jump in there because they're actually thinking they're not checked out, they might be saying, All right, you know, I see the problem.
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Let me try to figure it out.
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And there it is, friends.
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There it is.
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Congratulations.
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You just got yourself a new job.
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You started by turning something that was what we would say is in the gray space into something more concrete.
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You're identifying this problem and you're starting to connect the dots, organize the work.
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Maybe you're even starting to do the work.
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And before long, this is now yours, right?
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Winner, winner, yours.
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So when we don't stop to ask, or we don't ask ourselves, whose is this and should this be mine?
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You start to find that you can be responsible for bringing something forward without it being your bag to carry.
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And I want you to also think through that you can point out a challenge without having to own the entire challenge.
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Offering a solution is not necessarily becoming responsible for implementing every part of the solution.
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And that's where, you know, the leadership comes in and steadying yourself and really thinking through your leadership identity.
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Because just because you're making this recommendation or you're contributing or leading a conversation does not mean that you have to own every single action that comes out of it.
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And look, when we are in spaces where we are all, you know, working probably more than the hours we wish we were working, we may be overfunctioning, we may be an overwhelm.
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And then the pace of everything is happening.
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I'm not talking about being fragile.
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I'm talking about just being at a level of exhaustion.
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When this is happening, that gray space that's constantly coming in can be your entire job.
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Now, your job as a leader is to create the capacity, right?
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Create capacity for yourself, create the capacity for others.
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So figuring it out is part of your job.
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The distinction I want to make here is figuring it out or working with a team of people to figure it out doesn't mean that you're the one who has to deal with every single aspect of the tactical execution of the job, right?
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That's the difference here.
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So when we start thinking through what works and what starts to emerge, we want organizations or cross-functional teams or lead teams to be answering two different questions.
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The first is whose responsibility is this in the long term?
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And whose jump ball is it perhaps in the short term?
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And they're not necessarily the same answer, right?
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If something might need to move right now and you're the logical person to get it done, fine, right?
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I've discussed this before.
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The temporary assignment suddenly becomes permanent through inertia.
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And there was a time in which I was the head of strategy.
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I was also the chief operating officer.
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And because of that uh span, in between the spans and layers, because seeing through the organization, suddenly I was responsible for the commercialization, right?
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Sales, enterprise sales.
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No, no, friends, no.
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And then at another point, event security was also put on my plate.
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Then I was making money drops off at the bank.
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Okay, before you think I was in the money laundering business, we were uh we were a digital startup that was offering live events.
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And at times we were allowing people to pay cash at the door.
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And that was where at the end of the event, then that we had to figure out where are we putting this.
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And also, if I'm the chief strategy officer and the chief operating officer, do I need to be at the event?
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Maybe.
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Or maybe marketing, sales, customer success, um, the event staff, the experiential team, maybe they're the ones that should be leading this, my peers.
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So it was going from oh, thinking, okay, Jill is gonna get this started.
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Sure, fine.
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Thinking through a good brain, good process-oriented brain, versus Jill now owns this indefinitely.
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And I remember making that next money drop.
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It was probably four or five months after making like each month making those drops and being like, this, this is this is this change because at the time I didn't even have a car.
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It was New York City.
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I was in an Uber.
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What am I doing?
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Right.
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So teams get into trouble when they never question that second part, who owns this indefinitely.
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And just to be clear, even when I say that, it can be who's owning this for the next six months, who's owning this for the next year.
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Again, knowing how fast things change.
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Reminding yourself that just because you're competent and you make it work doesn't mean it's yours.
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Okay, a little bit of gallows humor here.
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And I do talk about this, and we find in my family, you know, after my brother suddenly and tragically died, that gallows humor is really helpful.
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So when my brother died in this way, it was very much like my family, an extended family, kept saying, like, how do you know how to do this?
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How do you know how to work with coroners and medical examiners and autopsies?
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And how do you know?
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I I don't, but I worked in tech and media, and figuring it out is your job, right?
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Think, test it, did that work?
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Pivot fast, test it again.
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So that's the humor when they were all like, How do you know how to do this?
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I was like, I don't know.
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I worked in media.
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It just was a matter of figuring it out.
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So again, that confidence when it's institutionalized in a workplace can kind of make the problem worse because everyone is thinking, great, Jill's got it.
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And in the the realm of my family, yes, volunteering, I've got it.
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I'm going to take this on versus having my parents or my brother's children take it on, right?
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Absolutely, I'm in.
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But there's a difference between that and no, Jill has figured it out to keep it from falling apart.
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But now we need skilled people, human and financial resources to continue to carry this.
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That's the difference.
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And look, two things are very different.
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I'm the woman that you're gonna call when you need to figure it out, but it doesn't mean it's an ongoing thing you want me.
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Learning your own personality.
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Are you a sprinter or are you a marathoner?
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I'm a sprinter.
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I'm gonna come and fix it.
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And then probably within 18 months, I'm gonna be really bored.
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And if I don't have a new task or a new challenge in front of me, I'm going to start looking outside of the organization for where I'm going to get that task, right?
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So it's understanding that too about your personality.
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You may want to fix something and be setting it up, or you may want to then be in for the marathon.
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Both are great.
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Crossing that with your actual essential skills and the hard skills that you have is where you as a leader need to think about yourself first before volunteering yourself and then inadvertently your team and colleagues to be following suit.
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So this is where the team dynamics really matters, right?
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Because work that gets created this way, awesome, often has this power vacuum.
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And someone's gonna start defining the work.
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They're gonna think about how important the work is.
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They need to think through who is sharing the responsibility, who's doing it.
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So you wanna really pause here.
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And this is a place where, you know, grab that notes app, grab a pen and paper, however you choose to take notes.
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But if your team doesn't have a clear way of making decisions, then the strongest personality is often going to become the unofficial traffic cop.
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And hear me, if the strongest personality is the person in charge, the CEO, the founder, the president, the leader, that's great.
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But that doesn't mean that you can't respectfully grab a side team and think through what it is and bring it back to that leader and say, hey, listen, we need to do this a little bit differently.
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I'm gonna take it in the short term, but then we're gonna pitch it over to Sarah because she's gonna take it from there.
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So really thinking through this sounds when someone says to you, this sounds like something your team should handle.
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Well, you're already working on X and this, you know, probably fits with you.
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You know what, you brought it up.
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So why don't you take the lead?
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When you start to hear those types of questions, I want you to listen because none of them actually establish ownership.
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They're suggestions.
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And they've been delivered confidently.
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So it starts to sound like organizational decisions.
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And yeah, this is where thoughtful leaders, people who are slower to verbally respond, it doesn't mean they're not thinking.
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It's because they're actually internally processing versus verbally processing, can be particularly vulnerable here.
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There also will be some cultural nuances.
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You have all the isms, racism, sexism, ageism that's going on here that that may also be playing a role into who we think should be handling something versus who is actually uh has the capacity to handle it.
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And understanding that thoughtful leaders, again, can be particularly vulnerable here because they'll think, they'll think through what needs to happen.
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And then they may think, oh, but that this is my responsibility now because I've thought it through, because I've seen the whole, I understand that, you know what, someone needs to fill in here.
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So they're stepping in.
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And again, sometimes that is what leadership is, and that's what leadership looks like is the person who's stepping in.
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But if you're doing that repeatedly without stopping to define ownership, it can really become a form of owner overfunctioning.
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And then before you realize it, you're going to be in overwhelm, maybe working on things that are urgent but not important.
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Now, priorities are impacted, and potentially your own goals and your team's goals are impacted because you're not hitting them.
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So really making sure that you're stopping to define ownership short-term, long term, and then thinking through, you know, what, where does the budget, the authority, the decision, where does those capacities lie?
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Next, not everything can be stopped with an AI workflow.
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Listen, I run flawed and I have AI workflows, but they are tools.
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They are not doing my thinking.
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And I think we're underestimating, we're starting to see more and more people talk about it around children and schooling, but I think we're underestimating what it's doing in the workforce, that not every problem can be made easier because you have an AI workflow.
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Sometimes the work is really thinking.
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It's the nuance, it's the cognitive work, it's finding that pause.
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It's you have to understand what actually is happening, looking at competing priorities, talking to people.
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I'm gonna say it again, finding that nuance, right?
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You may need a strategic sparring partner.
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You may need someone who's going to work with you and think through the consequences of the decisions that we're making.
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And you may have to make decisions without perfect information.
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All of that takes time.
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That is not going to be solved just because you used AI.
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You need to be pausing and saying to yourself, when someone says to you, can I figure this out?
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We need an actually honest conversation about what figure it out means.
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Because if I'm taking on a significant new challenge, then I need to understand what resources I have, where I may need to borrow people from other departments that may not report to me or maybe, you know, cross-functionally appear, but they are going to report into me on this particular project.
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I may need to figure out what's the decision-making authority here because I don't currently own the decision-making authority, or I own a piece of it, but somebody else owes a different piece of it.
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Or you may need to be thinking through who's the person who frames the issue and they make the recommendation, but they don't need to be the person who ultimately owns the work.
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And that is what cross-functional leadership team meetings are really important for, that you're constantly working as a team and not a team in silos.
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You're working as a team horizontally.
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You and the various people who are the leads of the discussion.
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It's not about titling, it's like who's in that position to have that cross-functional piece.
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The next I want to look at the other side of it, right?
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Sometimes we raise our hand very quickly because we want to be the person who owns it, or we want that celebrity or that stardom within our organization.
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You know, and years ago when I worked with Coca-Cola, there was a very senior leadership of Coca-Cola North America who would often pause and say, on your own, on your own.
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And she said it with that particular tone, meaning if you're going to run out there and own every part of it and be controlling on this and have the win, great.
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Then if you're going to control every aspect of it, you also have the failure.
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So really pausing and thinking through, is this your glory or is this going to be your downfall?
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On your own, we we work better when we work with others.
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So there's times where we need to do independent contributor work, which is thinking work and then bringing that to somebody else.
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But when we're talking about some of these areas which are cross-functionally across multiple departments, figuring it out in a small one or two-person team, maybe as a start, but it really needs to be brought into the broader team to get that diversity of thought and that diversity of thinking.
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What I'm seeing is people are often starting to pause now and being like, I see the problem, but I'm not going to say anything because I don't have the bandwidth to take this on right now.
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So we're just going to leave it alone.
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And again, that's where I'm seeing companies not being able to keep up with the pace of change.
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It's because people are afraid of being the one who has to respond all for themselves.
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So the next is there's also going to be the colleague who, if you do bring it up, will eagerly allow you to take the whole thing and will pinpoint when it goes wrong that you were the one who owned it and why didn't you do that?
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Or this falls on you, Jill, right?
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And look, bless their hearts.
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But you want to make sure that you internally start to know the difference between raising your hand to contribute versus accidentally raising your hand and finding yourself with the whole bag.
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It's not about this is not my job.
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That's not what we're saying.
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What we are saying is this might be the time to really pause and look at your remit and then thinking, what are you actually responsible for?
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Is this within your job description?
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If you even have one, I'm finding more and more people these days.
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It's like a job description.
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There was something that was posted on the website when I applied, but it's certainly not what I've done since then of what I've accumulated to do.
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But it may give you a starting point of what do I have the authority for?
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What am I accountable for?
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What resources do I control?
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And what and when am I expected to deliver?
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And then I want you to look at that gray space, right?
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This may absolutely fall within your remit.
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Okay.
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Get clear in what that means.
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But we also don't want to make it territorial, right?
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You don't want to be that person who's saying that's not my job.
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What you're saying is here's the role I should play, and here's where I can help get this piece of it getting solved.
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And then this is where moving into the cross-functional conversation where you're working across departments at the senior level, you're going to find that there are problems that are going to extend well beyond your own function.
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And you should see that, right?
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But we also want you to be thinking like an enterprise leader, which is about making a cross-functional recommendation, doesn't mean that you're the owner.
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You can say, Here's what I'm seeing, here's the risk, here's what I recommend we do.
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I'm leading this piece and I can continue to own that, but I'm going to need support and partnership from people who are in finance, from people in ops, from people in legal, from people in sales, that they can each oversee these various pieces.
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And it's really just getting clear, even in that strong personality who might be saying, this is yours.
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And that's what we want from leadership, right?
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You're not backing away from the problem.
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You're making the work visible.
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You're also understanding what it actually requires, and you're rallying the right people instead of handling it all yourself and getting buried on it, right?
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And then I also want to think about, you know, teams that pause.
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A lot of this conversation builds into the way that we operate as teams, especially now.
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If your organization is experiencing what many organizations are, you are changing about every 90 days.
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You're assuming that the division of responsibility you agreed to months ago might still make sense.
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And that's where, again, you need to be having check-ins.
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I would say some level of monthly check-ins with those lead teams and really asking, like, what new work has emerged, who's carrying it, where should it live long term?
00:18:19.359 --> 00:18:24.000
And are we, you know, do we have the right human, the right financial resources?
00:18:24.160 --> 00:18:25.759
Um, are we upskilling people?
00:18:25.920 --> 00:18:30.240
Are we working with a vendor or a fractional partner to bring in to get this done?
00:18:30.480 --> 00:18:43.359
Because the problem is that when you're allowing personality, habit, or somebody else's confidence to determine what becomes yours, you're suddenly taking on everything and you're in this position where it's really a no-win.
00:18:44.079 --> 00:18:53.759
Look, there's always going to be gray space, but when we allow personality, habit, and somebody else's confidence to determine what becomes yours, that's when we're in a no-win situation.
00:18:53.920 --> 00:18:59.759
And we really need to pause and get clear what part of us is yours, what part of us isn't.
00:18:59.920 --> 00:19:07.680
And are there parts of it that, you know what, you're the right person to rally the team and bring people in, but you're the wrong person to own it long term.
00:19:08.000 --> 00:19:09.119
And that's getting clear.
00:19:09.279 --> 00:19:10.799
That's not failure here, right?
00:19:11.039 --> 00:19:17.519
Thinking through what is the business need, what is my role in making it happen, what belongs to me, and what belongs to something else.
00:19:17.759 --> 00:19:19.359
That's what we're going for here.
00:19:19.519 --> 00:19:24.480
Not allowing the loudest or the toughest person in the room to decide for everyone.
00:19:24.720 --> 00:19:27.039
All right, friends, you know I want to hear from you.
00:19:27.119 --> 00:19:30.000
I want to hear, are you also struggling with this?
00:19:30.079 --> 00:19:31.519
Because I'm hearing this a lot.
00:19:31.680 --> 00:19:37.680
If you have questions, you can email me at hello at Jill Griffin Coaching.com and I will get back to you.
00:19:38.559 --> 00:19:46.000
Pause, be intentional, think through what's mine and what's their backpack to carry, and always, always, always be kind.
00:19:46.160 --> 00:19:47.599
All right, I'll see you next week.