Job Titles: The Necessary Evil We Can't Live Without

The views expressed in this article are my own and do not represent the opinions of any entity whatsoever I have been, am now or will be affiliated with.

TL; DR.

1. Job titles are not confining boxes that limit our potential, but they play a key role in shaping the scope of our work.
2. We are more than our job titles, but trying to contribute to something doesn’t turn us into an expert.
3. Everyone has an opinion, but job titles help us identify those on whom we can place greater trust.
4. With the right workplace environment, job titles uphold accountability without an all-knowing attitude.
5. Job titles scale businesses by building structures, not power ladders.

1. Job titles are not confining boxes that limit our potential, but they play a key role in shaping the scope of our work.

I've always been the kind of person who finds it challenging to decline a colleague's request. This reluctance may come from my belief that our job titles do not fully draw the scope of the work we can do. However, through my experiences, I have understood why we need job titles and how the company culture is essential in ensuring these titles are not boxes where we need to fit in.

Confused? Allow me to clarify. Consider the scenario: when someone mentions they are a neurosurgeon, you don't picture them baking a cake, right? Unless the conversation is around organising a birthday party. Instead, you recognise them as a highly trained medical doctor specialising in diagnosing and treating nervous system conditions.

2. We are more than our job titles, but trying to contribute to something doesn’t turn us into an expert.

Now, imagine a successful, innovative brain surgery procedure. The neurosurgeon suggests celebrating this achievement with a small party, and everyone agrees. Hooray! Do we now have a new party manager and one less neurosurgeon in the hospital? It doesn't make sense. To be clear, I'm not suggesting it's impossible, but certain conditions must exist to ensure this conversion benefits everyone impacted by this change – the neurosurgeon, the team, and the hospital.

I can already imagine the kind of questions that would arise:

• Does the neurosurgeon genuinely want this change?
• How does it impact teamwork and overall success?
• Does the hospital need this new role?

Anyway, I intentionally presented this exaggerated example to make the idea I wish to convey easy to understand: we are more than our job titles. Ultimately, we are all humans with diverse skill sets that can be applied professionally and personally.

Therefore, just as organising a workplace party doesn't turn you into a party manager, trying to perform brain surgery doesn't define you as a neurosurgeon. Fact. (Scary if it would!) The reality is that we expect surgeries to be carried out by highly qualified specialists.

3. Everyone has an opinion, but job titles help us identify those on whom we can place greater trust

It's not only about what you aspire to do but also about how you will do it. You've probably heard the phrases "you can be whatever you want to be" or "dream big; nothing is impossible". While dreaming is undoubtedly essential and ambition can drive us forward, we must acknowledge our human nature. We are beautiful and unique creatures. Our personality traits and life experiences make us more comfortable with some things than others.

For example, I didn't pursue a career in software engineering due to my struggle with mathematics – a fear I developed over time (thanks, Mum, though I love you!). Why subject me to something that would be agonising when I excelled in and enjoyed other areas?

I could have considered civil engineering or architecture. Some say I have a knack for optimising spaces, a competence I inherited from my father (thanks, Dad, wherever you are!). Observing the resourcefulness and problem-solving skills I employ, I might even believe I could have excelled as an engineer. Who knows? But having an idea is one thing; effectively implementing it requires the knowledge and experience possessed by specialists. (Note to myself: If I want to revisit this idea in the future, I can explore my engineering interests in today's software industry without the burden of mathematical requirements.)

The point is, it's good to have ideas in various domains, but being a "Jack of all trades" can prevent us from becoming "Master of none". Ideas can appear organically from diverse sources, which is one of the beauties of teamwork. Nevertheless, it's crucial to involve subject matter experts who possess the necessary knowledge when it comes to implementation.

4. With the right workplace environment, job titles uphold accountability without an all-knowing attitude.

Job titles are needed; they establish accountability. For me, it's as easy as this: If someone has the knowledge and is trusted to perform a specific role within a company, it signifies that they bring specific and valuable expertise to the table. Such individuals should be bold as they usually end up being unfairly considered a 'pain in the neck' merely because they base their contributions on facts rather than guesswork (I've been there and felt that!).

It's important to note that I'm not suggesting these individuals hold the ultimate truth. They must listen to others, possibly explaining why an idea is or isn't viable. No single person owns the whole truth, and diverse perspectives enrich discussions. Therefore, if this collaborative approach isn't happening, the issue typically lies on the company culture and the recruitment process instead of job titles. A job title doesn't determine whether a person is open to listening to others.

I know this is complex. Let's return to our previous scenario; picture the neurosurgeon preparing to perform an urgent operation when someone without medical knowledge begins quoting the famous TV character Dr. House, suggesting an infallible diagnosis and procedure. Can you imagine the neurosurgeon pausing to engage in a debate over the idea? Or the other way around, envision a Dr. House enthusiast entering the surgery room to take charge. Eek!

5. Job titles scale businesses by building structures, not power ladders.

While not everything is a matter of life and death, there are genuine needs to achieve results effectively. In such cases, involving whoever is the expert on the subject from the beginning is crucial. So, how do you know who is the expert? Without job titles, how do you identify the right person for the task? This approach might work in smaller companies where everyone knows each other well. Yet, for organisations aiming to scale, a structure – without a ladder of power but marked by well-defined and named responsibilities – is a life or death case for business success.

Conclusion

I am open to the possibility of being mistaken, as those who know me understand my willingness to consider different viewpoints. Admitting when I'm wrong and changing my opinion represent learning and personal growth moments. Nonetheless, I firmly believe that job titles, while not dictating the full extent of a person's capabilities, serve an essential purpose. They should define something other than where we can contribute or the ideas we can generate in different business areas. They help us identify specialists in their respective fields – individuals or groups who can enrich discussions and guide us in considering the necessary variables to bring ideas to life most effectively.

This is true for all matters, not just in science. Sure, a neurosurgeon might have an idea and even bake a party cake. Yet, there are times when the magic touch of your grandmother, who can effortlessly transform ingredients into a delightful and aromatic creation, should take precedence. In such moments, it's often wiser to entrust the task to someone with proven expertise or, perhaps, to humbly request that they share their culinary wisdom and pass down their cherished recipe as a precious legacy. ??