“It’s not MY job!”

     Ever heard this before? Or is it just my imagination? Odds are someone in your business either says something like this, or has the underlying attitude but doesn’t express it openly.

     The person who rejects  awareness, spontaneity and (friendship / partner / spousal) intimacy also rejects the responsibility for shaping her or his own life. She or he is someone who thinks of him or herself as either lucky or unlucky, assuming without question that it’s meant to be and: can’t or shouldn’t be changed, or that only ______ can change it.

 Sound familiar? This is the same individual who

     routinely proclaims (or thinks): “It’s not MY job!”

     By contrast, the autonomous person  is concerned with “being.” He or she allows his/her own capacities to unfold and encourages others to do the same. These are the kinds of individuals who project their own possibilities into the future as realistic goals which give aim and purpose to their lives.

     They sacrifice  only when they are giving up a lesser value for a greater value according to their own personal value systems. They are not concerned with getting more, but with being more. 

My philosophy is that not only are you responsible for your life, but doing the best at this moment puts you in the best place for the next moment.”

— OPRAH WINFREY

     As a business owner or manager, and especially in today’s economy,  you really can’t afford to have people working for you with this attitude. E V E R Y person in your business needs to accept responsibility for doing whatever needs to be done whenever it needs to be done as long as he or she has the ability to do it.

     But this doesn’t mean that you need to be a shrink  with employees who evidence a not-my-job mentality. It DOES suggest that you may want to think hard about keeping this kind of person on payroll.

     If it’s a locked-in situation  and you can’t let go of her or him right now, set a deadline for change, explain it clearly and gently, then teach by example. Do recognize that it takes courage for someone like that to rise to the occasion, and reward any evidence of attempts with “pat-on-the-back” comments and encouragement to keep at it. 

     You’ll always get more of what you genuinely

appreciate, praise and reward.   

With special thanks to human relations/communications consultants Muriel James and Dorothy Jongeward for the inspiration and adaptations from their classic book BORN TO WIN: Transactional Analysis with Gestalt Experiments    

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