Not in my Job Description

What is it that makes Accountant A happy to run over to Starbucks, without being asked, to pick up something for The Boss who got stuck in a telcon and missed lunch, whereas Accountant B will not stay at work a half hour later without getting the requisite leave credit first?

Job descriptions may define the broad scope of a role's functionality but since the quality of content varies widely, more often than not they should be used as points of reference as opposed to, say, dissecting them like pieces of legislation. When people use the phrase "that's not in policy / my job description" to argue a seemingly obvious clarification I recall an incident involving my ex-manager. She was the toughest manager I have ever had, and consequently, is the one I learned the most from.

We had just concluded a business lunch with a client and we stayed behind at the table after client left, to summarize and take notes. Ok ok, also to have another espresso.

A couple of tables away from us, a fellow luncher decided to light up. Ever so politely, my manager asked the man if he could be so kind as to stop. These were the days when we did not yet have legislation to protect our lungs.

The man rudely replied "I don't see any signs saying this is a non-smoking area," and continued puffing away.

At which point my Manager, all 5 feet of her, strode over to the offender's table and without missing a beat said "There aren't signs saying this is a non-spitting area either, Sir, yet do you know why I don't walk around spitting all over people's food? I have manners, and common sense, and fortunately most of us have these when we go out in public."

How I miss those days when sense was common.

In general, I find that the level of detail of a company's job descriptions (or policies) is inversely proportional to how much their people are engaged in the fortunes of their employer. The most effective companies cover just enough to offer foundations, without having to prescribe blow-for-blow how to do things. Personal self-regulating behaviour in most cases buffer against abuse and real work direction comes not from static pages but from human interactions and dynamics, mostly with the immediate team leader. When these interactions and relationships falter, that's when JD's get beefed up, as some awkward cry for help.

Promote me, my job is now bigger than it was before, look, my JD is now 17 pages long...

(There will always be the bare minimum of people who will try to abuse policies for self-gain, so controls are important. But manifesting these in another page of policy is the opposite of effective.)

If you want an informal barometer of just how effectively your line managers are managing to engage your people, take a quick look at some random samples of policies and JD's. Don't go into too much detail, just look at the number of pages. If they look like mini-versions of War and Peace, you have a simmering problem on the horizon.

And just to conclude, that guy did not put out his cigarette. He did move to a table on the terrace though, so ultimately everyone got what they wanted.