Early in my own career, before I became my very own boss and the CEO of Patriot Software, I was a difficult charging mover and shaker. I did so whatever was essential to complete the job. I took no prisoners, offered no quarter to failure, and if my co-workers couldn’t continue, I left them behind.
However, along the way of getting the work done, I often ran over my peers. I had no patience for those who learned slower than I did so. I had no patience for those who worked slower than I did so. I deemed them to be lazy, ignorant, and a waste of the business’s resources. I’d show my intolerance in my own day-to-day actions when you are short with them, not listening, and trumping their ideas with my very own.
Rather than accumulating my coworkers and providing them with encouragement to accomplish better, I "wouldn’t waste my time with them." In the end, my time was way too valuable. I had places to go, plus they didn’t, roughly I thought. I was the superstar, a self-given title that I measured with my very own internal metrics, many of them woefully flawed.
How you get results matters.
I felt that it had been only my results that mattered, plus they were so good that folks would see them, and them alone. I didn’t realize it at that time, but, my personality was a problem for my peers, my department, my company, and for myself.
You see, I was excellent at smaller projects that I possibly could do alone. However, projects involving other folks were a problem because I either steamrolled them, ignored them, or didn’t help them. These projects weren’t fun for me personally nor for my peers. Worst of most, the project, the department, and the business suffered because our "team" couldn’t work as a team- due to me. I needed to be the quarterback, leading line, and the tight end. Although my intentions were good, this is bad for everyone. I acquired results, sure, but at an excellent cost. When promotion time came, I was passed over for lesser performers who can work with and manage people.
I had a need to understand how to collaborate, delegate, & most of most trust my coworkers, even easily didn’t think they could perform at the particular level I possibly could. That’s a fear many workers have, and it reflects arrogance and insecurity. The easiest method to cope with this fear is through helping and empowering teammates because they build them up and supplying them with the various tools, information, and resources they have to perform. A well-performing team is always more productive when compared to a well-performing individual.
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Anchored to the task.
I learned another lesson after my team projects ended. Since I was "THE star" with "THE knowledge" (that i didn’t share with other people), nobody else could support the project after it had been completed. Hence I was linked with the project for a long period and couldn’t move to other projects.
When I say I didn’t share, After all I didn’t document things, and I didn’t help others know very well what the project was about. I ran up to now out before everybody else that I was the only one who understood the project. This means I was the only person who could correct it when it broke. WHEN I done several projects in this manner, I had virtually no time to focus on anything new because most of my time was spent maintaining the older projects. I thought I’d made myself invaluable, and irreplaceable, but I had actually just painted myself right into a corner.
It might seem that if you’re the only person with the answers, you have job security and a golden ticket to an increased salary. Wrong. Just the contrary holds true.
If you ask me, individuals who covet information and don’t or can’t tell other employees are harmful to business, and finally are replaced or moved into less critical functions. They create bottlenecks that may choke the complete company.
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I believe I started learning this lesson when something unusual happened certainly to me. The business hired a younger, brighter, harder-working superstar than me. He was an improved programmer, and he worked longer hours. He quickly caught the attention of management, and he could run circles around me. I figured, no issue, I’ll meet up with him and regain my status. Well, he didn’t give me the opportunity. He did if you ask me just what I had done to my peers, only worse.
This new star didn’t communicate if you ask me the items he was learning. He hoarded knowledge. He ran over top of me. He made me feel inferior. He treated me poorly, ignored me, and chastised me. He basically gave me a taste of what I had directed at other people. As though that wasn’t bad enough, he went further. He actually sabotaged might work and sometimes played tricks on me with my work-related projects. Doing this is about as unprofessional since it gets, and management felt the same manner.
He also talked down about me to my peers. He talked down about me to my bosses. He successfully made me look stupid and lazy to numerous people. Yet, simultaneously, he made himself appear to be an immature, inflexible liability to management.
Management is always watching.
The very best lesson learned through all this was realizing that my bosses knew that which was happening. Despite the fact that they only saw me a couple times a day or week, they knew my true nature and my true potential. They recognized how immature this new superstar was, plus they were watching me to observe how I would react. They wished to see if I will be immature enough to stoop to his level and sabotage his work and play tricks on him, or easily had grown up just a little. Fortunately, I had. I minded my very own business, worked hard, and I allow new superstar be considered a jerk until he cornered himself in a dead-end position within the business. He later quit the business when he previously burned every bridge.
Related: 19 Regrets Most Entrepreneurs Eventually Face
The advantage of hindsight.
20/20 hindsight can be an amazing thing. Now, after 30+ years of aging (gracefully, I would add) and having a huge selection of employees work for me personally at Patriot Software, I’ve had time to think about the people issues detailed above. I now realize those team players that I steamrolled or ignored had much to provide but I judged them prematurely. I hurt these folks, our relationships, my department, my company, and my very own career. Now I really do my best to be sure that my young employes at Patriot Software don’t display the same shortsightedness I did so. I’d like them to have long and productive careers, with people they value, and value them. I’d like you to really have the same.
I learned the hard way. Hopefully, you will not have to. All t