Creating Custom Jobs Out of Thin Air, Part 4: Others Affected by the Job

Creating Custom Jobs Out of Thin Air, Part 4: Others Affected by the Job
by Carl Dierschow
In the previous installment of this series, I talked about how to describe the value in the job you'd like to create. One of the most difficult concerns about creating a job is how it affects other people around it. This includes areas such as: People who receive value directly from the work you'd do Others who are already delivering work which might be addressing what you'd be doing Others who have to change what they're doing because of your new job People who would sense a status change in themselves or others People who have to manage you in this job People who have to help you address other areas of risk -- smoothing ruffled feathers, explaining things, making or influencing decisions People who are impacted by you moving out of your current job People who have to fund, approve, or expedite your work This is just a partial list! Expect this to be at least 20 or 30 people, or you probably haven't thought through it enough. What you're trying to do is to describe the organizational difference between the current situation and your desired situation, from the standpoint of everybody's role, job, and status. I recommend getting as specific as possible: real people with actual names, not just vague generalities. When you treat people as groups, you often miss some specific concerns which may come back to derail your plans. When you're talking to these people to understand if they would be affected by your proposal, you may have to be a bit cagey. Perhaps you can't just come right out and say, "I'd like to create this new job..." -- Just saying that may set off a firestorm of resistance that will be hard to control. Most of the time, you'll be talking with people to understand their role and their needs, to get a sense of whether they recognize the compelling organizational need I talked about back in part 2. Look for my next article, which will go into more depth on two particular groups of people: stakeholders and gatekeepers. ----- Carl Dierschow is a certified Organizational Leadership Coach and author of the career management guide, Mondays Stink! 23 Secrets to Rediscover Delight and Fulfillment in Your Work. He is a career coach for those going through interesting transitions, and works with leaders who are creating amazing teams. Find out more at www.Dierschow.com and www.PossibilitiesPartnership.com.

In the previous installment of this series, I talked about how to describe the value in the job you'd like to create.

One of the most difficult concerns about creating a job is how it affects other people around it. This includes areas such as:

People who receive value directly from the work you'd do
Others who are already delivering work which might be addressing what you'd be doing
Others who have to change what they're doing because of your new job
People who would sense a status change in themselves or others
People who have to manage you in this job
People who have to help you address other areas of risk -- smoothing ruffled feathers, explaining things, making or influencing decisions
People who are impacted by you moving out of your current job
People who have to fund, approve, or expedite your work

This is just a partial list! Expect this to be at least 20 or 30 people, or you probably haven't thought through it enough. What you're trying to do is to describe the organizational difference between the current situation and your desired situation, from the standpoint of everybody's role, job, and status.

I recommend getting as specific as possible: real people with actual names, not just vague generalities. When you treat people as groups, you often miss some specific concerns which may come back to derail your plans.

When you're talking to these people to understand if they would be affected by your proposal, you may have to be a bit cagey. Perhaps you can't just come right out and say, "I'd like to create this new job..." -- Just saying that may set off a firestorm of resistance that will be hard to control. Most of the time, you'll be talking with people to understand their role and their needs, to get a sense of whether they recognize the compelling organizational need I talked about back in part 2.

Look for my next article, which will go into more depth on two particular groups of people: stakeholders and gatekeepers.

-----

Carl Dierschow is a certified Organizational Leadership Coach and author of the career management guide, Mondays Stink! 23 Secrets to Rediscover Delight and Fulfillment in Your Work. He is a career coach for those going through interesting transitions, and works with leaders who are creating amazing teams. Find out more at www.Dierschow.com and www.PossibilitiesPartnership.com.