The Most Important Question

I have learned that the most important questions are generally the simplest.  And when someone really knows their stuff, the answers are crisp and short.

When meeting team members for the first time, I always ask the same, simple question.  "What is your job."  Invariably, I get a quizzical look as if the person were thinking - "C'mon you're the CEO, you must know what my job is.  Is this a trick question?"  But it isn't a trick question - I certainly know the person's title and role description but I genuinely want to hear every individual describe her/his job - as they see it, as they think about it, as they experience it.  I repeat the question again and will finally start to get halting answers.  And the conversation always proceeds the same way.

Invariably the person will start by describing the way they spend their time, the tasks that they do every day, the "deliverables" that consume their time.  I will let them go through their laundry list of items - sometimes people get really warmed up as if they think that this is now their opportunity to show off just how hard they are working - a long list of tasks translates into a very productive person, right?  Wrong.  

After they are done with the list and sit back with a breath, I ask again, "Ok, those are the tasks you do, but tell me what your JOB is."   Now they are really confused and sometimes a bit frustrated.  They are thinking..."Didn't I just tell you?  Could the CEO really be this daft."  I generally let the discomfort sit for a minute or two.  Then I explain.  Those are the tasks you must complete or work you must do to to achieve the Outcome to be produced.  It is producing that ultimate outcome - not the tasks - that define one's job.  No company pays for tasks - they pay for the successful delivery of an important outcome - something worth spending company resources on.  Then comes the "aha" moment.  You can see it in their eyes.  They finally "get" what I am asking and always describe with pride the true output of all their efforts.

This is a very powerful shift.

When people describe their jobs on what they are meant to accomplish for the organization rather than the minute tasks they do, there is a sense of importance, a sense of purpose that suddenly animates the conversation.  This shift is the same for people at every level of the Company.  Outcome based role definitions can be crafted for every job in a Company.  If not, if there isn't any outcome from that position that the Company is willing to pay for, you need to ask why that job exists.

Following this shift, people see their work in a whole new light.  And are proud of what they accomplish.  And it opens up a whole new degree of freedom and accountability.  It goes from....


"I create mechanical drawings on Solidworks." To "I design products that our customers want and need."

From "I write code." To "I develop software to help our customers work more efficiently."

From "I write reports." To "I make sure our customers have the data they need to make good decisions and be successful."

From "I run training sessions." To "I ensure customer success and help make our customers better at what they do."

From "I generate financial reports." To "I help our team understand the key metrics and drivers in our business to make sure we are successful long-term."

It is hard for a person to be turned on and excited by a laundry list of tasks but over time that is exactly what job descriptions and role definitions have become.  Everyone's work should be defined and evaluated by what they produce, the positive outcome they deliver that the Company actually wants to pay for and the person is excited to do.   See, told you it was simple.