When Hard Work Isn’t Enough (Part I)
As an executive recruiter, I live in the world of work. Part of my job is helping people identify and achieve their career goals. Yet oftentimes, when asked how they intend to achieve these goals, all I hear is silence. A goal is a powerful incentive. But without a plan or execution, it’s more of a wish.
After their silence, what emerges are some fuzzy, unspoken expectations: ‘If I work hard and play by the rules, my manager will notice my efforts and I’ll eventually get the recognition I’ve earned.’ So they show up early, work hard, stay late and crank out the hours. But when someone else gets promoted, it can be a slap in the face.
Some get mad, blame politics, or claim the winner ‘knew somebody’. Others recognize it as a teachable moment to learn important lessons: 1) Hard work alone, often does not speak for itself. 2) Every organization has politics. It’s my responsibility to learn how promotion decisions are made and who makes them. 3) Did I miss something important? If so, what other blind spots might I have? Take a closer look at these three areas to see how they might apply to your career.
Before diving in, let me clarify a key point so there’s no misunderstanding: hard work is necessary to succeed, but not sufficient. Stated differently, success requires hard work, but hard work doesn’t guarantee success.
Why hard work alone isn’t enough: Three key considerations
PART I – Hard work speaks for itself, right?
- Belief: If I work hard, I’ll get recognized and rewarded.
- Reality: Don’t confuse efforts with results.
Bragging about your billable hours in public accounting, or mega hours in industry may be your badge of honor, but it misses the point. What impact did your results have? Working long hours under tight deadlines to complete the tasks assigned might tempt you into thinking you’ve accomplished something extraordinary. That’s partially true. But what’s also true is that you got paid to get your job done. Don’t let it go to your head.
To see the forest through the trees, look beyond your work to see the problems and opportunities your job was designed to address. Jobs exist to solve problems, add value, or capture opportunity. What problems did your work solve? Did you add value by tightening controls, reducing risks or assuring compliance? What processes did you streamline? Did you clarify anything that helped others make better business decisions? How much money did you save, or earn for your employer? How did your efforts help your manager or your clients become more successful? Shift your focus from efforts to impact. You’ll get a better appreciation for what matters.
Hard work alone will never be enough. There simply aren’t enough hours in the day to finish what’s on the list. There’s always more, so the sheer volume prohibits completion. Make sure you optimize your work by confirming that your efforts are focused on priorities that come from your manager. Make sure you can see beyond what you’re working on to understand what a successful outcome looks like. Few things are more frustrating than working hard to get something done, only to have your manager tell you, ‘That’s great. But it wasn’t a priority. There are other, far more important things that need to get done.”
Other relevant considerations go beyond the scope of this post are, a) the difference between working hard and working smart, b) the difference between important and urgent, c) harnessing the power of technology, and d) on-going investment in professional development so that your technical skills are strong. Of particular significance to the subject of hard work are the perils of multi-tasking, which will be addressed in a subsequent post.
Consider that many people in your profession work hard, yet how many get promoted? Hard work may earn you recognition as a workhorse, but there are other important considerations. Workhorses serve a purpose, but they seldom win the Kentucky Derby.
Watch and learn. Study the work habits and relationship skills of those who’ve successfully balanced high volumes of work over long time periods. Note whose opinions are consistently sought and why their input is valued. Ask why. Listen carefully. Take notes. Address the gaps between your approach and theirs.
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