Working Best: Show some passion for your job

Q: Some of my co-workers are being "downsized." I was fortunate this time, because it was clear that my job (a combination of organization development, training, and executive support) couldn't be duplicated anywhere in the division, and it was critical. I have goals to meet for my immediate boss, but I also provide support to his boss and to two others above him. I love my work and have my hands full, but some of my co-workers think I'm foolish to make such a commitment to a company when jobs aren't secure. Am I unrealistic? -- Sue B.

A. Absolutely not. Employees need to commit to their jobs more than ever. They need to have a passion for work, whether it's for a large company or for a 10-person operation. To put it another way: it's more important than ever to work as if you owned the place.

It sounds like you're doing that now, and that's probably why you were among the fortunate to be bypassed for downsizing. And you were smart to take on extra work for bosses several levels up the line, because they're the ones who make the downsizing decisions.

Put yourself in their places: Imagine that you have two employees, both with roughly the same job and the same amount of experience. Both are conscientious, and both meet their goals. Both get consistently good performance reviews. But Employee A does not only his job, but frequently asks you if there are any other things he can do to help you meet your goals. And when your boss suggests she's in a bind, and needs some extra help, you don't have any problem with recommending Employee A, who digs in with enthusiasm. He's at work early, stays late when needed; he's clearly looking for ways to make strong contributions to the department's growth. He's openly enthusiastic about his job, and the company,

So when management says you have to let one of them go, which one will you keep? For me, it's no contest. I'll want to keep the one who is providing the most value-added to his job, to me, my boss, and to bosses at the next two levels. I continue to be amazed that so many people seem to be puzzled by this principle.

Maybe it's because so many people had it so good for so long; they never had to extend themselves except to show up for work. So they continue to think that their company owes them a job because they've "put in their time" for so many years.

When I hear people say they don't understand why "companies are doing this to people," I try to get them to look at it as if they had their own business: If they owned a one- or two-person pizza shop, and business started to slump, they'd try to find out why. Maybe a new pizza franchise chain opened up down the street, and is pulling customers away. If that were my business, I'd visit the new pizza store and find out what they had that I didn't, then start offering it, as well as other new products.

I think I'd be at work at 4 a.m., if necessary, to get the shop ready. Maybe I'd start offering coffee and bagels for those passing the shop on their way to work. Maybe I'd buy or build a portable cart and take my pizzas right to a company's front gate and sell it to people on their lunch hour. I'd take a look at how I treat my customers, making sure that I'm friendly, letting each one know how much I value them and their business. You get the idea.

So my message is: "Treat your job like your own business." Find the competitive edge to make you sell your product -- yourself -- that others want to purchase (or keep you on board). Make yourself necessary and needed by adding value to those who can't imagine having to pick up what you do if you were to leave.

We're going through an enormous economic and cultural revolution in this country, and the companies and employees who survive will have strong commitments to a strong work ethic. One last thing: if you're really enthusiastic about your job, don't be afraid to show it -- everywhere.

E-mail Bill Repp at


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