Shared Responsibility

Every relationship is an intricate dance unfolding. Whether it’s romance, friendship, business, politics, diplomacy, or those fleeting, everyday interactions, we play a part in the dance. Even when we think we can be passive, even when we avoid or delegate, even when the other is suffocating us with their loudness and boldness. We still have an active part.

At work, for example, we are defined by the words we speak just as much as by those we keep for ourselves. When we choose not to voice an opinion, not to share an insight, not to challenge a prevailing thought, we are still actively shaping the narrative of our professional relationships. We are still telling our story. A story that might speak of flexibility or caution, of disengagement or reservation, of agreement or absence. And we are determining the future of our career and workplace relationships.

In intimate relationships, the same happens. The decision to share or withhold our feelings, to express or mute desires, to say “I am here if you want” or actually being there with your actions and words, these are no mere footnotes. They define the relationship. Reticence might come from fear, uncertainty, or comfort in the status quo, but it will influence the course of the relationship, and our role in it.

Even in brief, everyday interactions. A nod, a smile, a moment of acknowledgment. They are potent. They contribute to the rhythm of our social dance. They set a tone, create an environment, leave a lasting impression, long after the moment has passed.

And as we dance, let’s be mindful that knowing of our active role should not be a call for constant self-scrutiny or an invitation to dwell on missed opportunities. Let’s use this power instead to initiate change. If we are unhappy with how we are perceived, uneasy about our current situation at work, or seeking to change the dynamics of a new or longstanding relationship, we hold the capacity to do so.

We have – at the very least some – agency in the next step we take in the dance.

The mix

Everyone would love to work for a company that says no to what is shiny and short term.

Everyone would love to work for a boss who prioritises their team’s advancements before their own.

Everyone would love to work for a company that cares about long-term impact and a lot less about quarterly reports.

Everyone would love to work for a management team who is putting their money where their mouth is.

Everyone would love to feel involved, motivated, and capable.

And yet, (almost) nobody does.

It turns out, doing what people love, what we all love, is much more difficult then writing it on a piece of paper.

It requires that mix of courage and impertinence that most people don’t have.

Not a big deal

There’s nothing better than being thanked for the effort, for the thought, for the action.

And very rarely a “thank you” is given.

Because the things we do are not visible, as they shouldn’t be.

Because others are self-centred, as they should be.

Because what we have done is, after all, not that big of a deal.

If you are doing it for the “thank you”, stop doing it now.

Find purpose instead.

While we do that

Just because you don’t agree with the decision, it doesn’t mean a decision was not taken.

Just because you don’t like what is happening, it doesn’t mean things are not progressing.

Just because you don’t see eye to eye with a colleague, it doesn’t mean they will not continue to do their job.

We spend time trying to ensure that what is going on out there is in line with what (we think) is going on in here.

And while we do that, the world moves on.

Useless

If one of your core principles is Respect, I doubt there is anybody in your team who feels they are not being respectful. Most likely, there are a few who feel they are being disrespected.

If one of your core principles is Customer Centricity, I doubt there is anybody in your team who thinks they are not putting the customer first. Most likely, there are a few customers who think they are not important.

If one of your core principles is Agility, I doubt there is anybody in your team who believes they are slow and unproductive. Most likely, there are a few who believe the team could achieve more.

There’s a moment when concepts, and values, and principles stop being useful in getting people on the same boat.

That’s why you should use (positive) examples instead.