Success in basketball depends on how many “touches” you
get. You can’t shoot the ball or get
points or get assists if you can’t get any “touches”.
If you’re a dependable ball handler or shooter, you’ll get
lots of “touches”. Your coach and team
mates will seek you out.
However, “touches” don’t come easy. You have to position yourself to get
“touches”. You have to become “touch-worthy”! You have to hustle to get open and
strategically position yourself to get rebounds. And then you have to DO something positive
with the ball once you get it!
And so it is in life and work. We often have to scramble to get quality
“touches” and be an integral part of the “game”.
Some people are content to sit on
the bench as part of the “team”, and may even actively avoid getting “touches”
… which would mean they’d actually have to DO something with the ball if it
ever got to them. And when the ball does
end up in their hands, it’s like a hot potato – to be handed off to someone
ELSE as quickly as possible. While it’s
possible, thus, to presumptively elevate oneself to an esteemed position of
“triage gatekeeper”, this is not a luxury assignment most organizations can
afford. And if it’s not consistent with
the actual job description, an achievement gap of unresolvable proportions may
develop.
Consider, alternatively, one who actively SEEKS OUT and
scrambles to get “touches” … to a point of picking up overflow from OTHER
people’s workload. Your team mate gets
stuck in a “corner”, and you go “bail him out”.
And what about VERTICAL VECTORING – doing part of the boss’s
job?
A staff associate – an actual
“triage gatekeeper” for the organization – oversaw a massive workload for the
Director. She “touched” almost
everything that crossed the Director’s desk.
At first, she simply organized, categorized and prioritized – “curated”
– the workload before moving it to the Director’s desk. Then she started to take lower level/less
significant things out of the pile to do herself … only asking the Director for
his review/approval and signature for those things that required it. Over time, she began to put her personal
“touch” on increasingly important workload elements, including major
correspondence and staffing ... all the time learning new things about the
organization and its affiliates, learning new things about management,
establishing vital resource alliances, problem-solving, and strategic
planning. With this expanded role, she
became recognized as THE key “Go To” employee within the organization, and was
promoted to the level of Assistant Director.
During her tenure, the organization
underwent multiple reorganizations, including the reigns of three different
Directors and two major budget cuts. In
a very real sense, her highly valued “touches” made her “untouchable” for
downsizing.