If You Don’t Add Value – You Suck! How Important Are Job Titles?
by Lois MelbourneWhile attending the best HR networking event of the year, HRevolution, I participated in a debate in the last session about job titles. The speaker, Laurie Ruettimann, was adamant that big job titles were critical and, in order to continue the great discussions of the event and move the HR profession forward, the people in the room needed to get promoted to positions of leadership and get better job titles. Now, there was much more in Laurie’s context than just the importance of job titles, but the discussion tanked right there for me. It went there largely because I disagree very strongly with much of that mindset, and I said so, very bluntly.
- Regardless of your job title, if you’re not adding value to the organization, then you are not going to be seen as helpful, powerful, or an ally to help get things done. In my blunt way at HRevolution, “If you are not adding value – you suck!” I believe that – I don’t care what your job title is.
- If you add value, or your idea can add value, then you need to learn to articulate those ideas, as well as the value, and you will be heard. Talent includes the ability to communicate your worth.
- If HR professionals, like the ones in that room, are perpetuating the stereo type of title power and importance, they need to start working on the culture within their organizations. An awareness of respect and leadership skills will get you a lot farther.
- Don’t ever mistake the respect for a job title as the respect for the person with the title. This especially goes for the person with the “important” title. I work every day to earn and keep respect. It is not about my title.
- If you do get one of those big important titles, make sure you use it for good and not evil. Don’t perpetuate the myth and build barriers for your employees or people out of your chain of command to communicate with you or bring great ideas to fruition.
Now, I don’t pretend that there aren’t times (and, sometimes, LOTS of times) that, due to a job title, somebody was given an advantage or an appointment or some other privilege. But if you want to make an impact in a business, you need to make sure you are adding value, respecting people at all levels of the organization chart, and building communication that allows ideas to be captured and elevated to execution if they are worthy, regardless of who suggests them. Then, you need to recognize the achievements of the quality players and coach, or remove, the non-quality players.
To Laurie’s point, career paths are important. Progressing to positions where you have more authority and ability to control budgets can certainly further your cause. However, the bigger job title does not always mean a more critical or important position within the organization. Just ask true succession planning professionals. They know the power of identifying the real key positions – and that is to make sure you have a talent pipeline to fill those key positions. It is not just about how high you are on the org chart.
Cheers,
Lois
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well said, lois. i was glad you spoke up at the conference; thanks for following up on it here. laurie is always good at stirring the pot and she certainly accomplished that here…at the end of the day, that’s good for all of us. i think #2 is most important in all of this. i am afraid there were people in that room who took home the message that “unless you have a big title, your input is really not all that valuable.” i know that wasn’t any one’s intent, but it’s that group of HR professionals (managers, etc) who i really think have the MOST to add in all of this. and the ones in that room demonstrated that just be showing up. i blogged on this today too and we share perspective on much of this http://bit.ly/9vvijX
I believe as a moderator of a session Laurie did a fantastic job of throwing the discussions out there for debate and allowing the conversation to turn into a debate. That takes talent in public speaking.
I hope that the more people realize they should add value, and be recognized for it at every level. Then I will have served my purpose on the topic.
One of my favorite talent management story is that Disney considers their street sweepers critical positions (over several management positions) because they impact the guests and the image of the parks the most. They are invested in the most for giving directions and knowing the layout of the parks and the timing of events. THAT is talent management awareness.
Cheers,
Lois
All I can say is AMEN. I have never found a lack of title to hinder my being able to add value and demonstrate why a leader should listen. I also never treat people with lesser titles as if they are not valuable. Glad you came to HRevolution again. Your voice is always welcome there.
Trish,
I would take the bet any day that you are able to make things happen regardless of title, position or any other false barrier. I hope that others can learn from your example. You gave proof to that in the spark which is now a fire called #HRevolution. You didn’t let the fact that you didn’t have a meeting planning title – keep you from putting an excellent unconference together.
Keep it up!
Cheers,
Lois
Hi Lois – good post! It cracks me up you were able to work the quote into an entire post which actually does add some value. I agree with you on the notion that you can contribute and add value to an organization from any level. Of course, I am biased, since I am a corporate specialist with no staff. I do have influence and impact however, and in the end, manage to leverage the issues that pertain to my work in the organization.
Nice work!
Michael
Oh there was so much to say, to that debate, so it was pretty easy to make it an entire post. You just helped me give it legs. I know that titles have their place and can be used to further a cause. I just hope I can break down some of the stereo types and open the minds to making some of the changes needed.
I like titles that tell me what part of a business a person specializes. These are very helpful. I just like to avoid the title worship.
Cheers,
Lois
Bravo – Great post!
Thanks Lois for continuing the conversation and expanding upon your ideas here. I think, as in most complex matters, there are elements of truth and learning on both sides of the discussion. One thing about HRevolution that I personally am proud of is that the schedule and relatively low cost for attendees make the event accessible for a wide spectrum of professionals, from VPs and CEOs all the way to brand new graduates and people just starting out. Thanks for all the support and for your contributions to the discussion.
Adding value and pursuing a powerful position in an organization are not mutually exclusive things. And if you hate the idea that titles mean something, then talk about influence, power and responsibility because those always come into play in every organization and aren’t mutually exclusive to the message either.
Jim Holincheck had a great post about building credible activism in your organization (http://blogerp.typepad.com/hcm_research/2010/05/the-bar-to-credible-activism-by-hr-leaders-leveraging-social-media.html) and he talks about building credibility with executive decision makers who have competing priorities and ideas being pushed from other areas in the company. How do you break through with your message?
One of those ways is becoming a decision maker in the organization. In some organizations, that might mean getting a bigger title. In other organizations, it might mean interfacing with another influential person. In yet another organization, it may be you take the CEO out for coffee and explain the situation.
I think that pursuit of the job title is dismissed by progressive HR folks but in organizations where that is necessary, that’s a major mistake. And let’s face it, many of the organizations that need transformative HR practices are also organizations that value titles over contributions.
So still create value, still be progressive, but push your way up the ranks in those kinds of organizations. Or be happy with what you can do at your level to influence. Or leave.
Lance,
This is very well said. As I mentioned, I was only taking one small piece of the discussion to expand upon. Influence is very contextual, even temporal. What is important to me is that people do not fear taking the opportunity to express themselves in the organization. They simply must be prepared to communicate their value.
One element we place importance on at Aquire is learning how to share data and ideas with people in the best format for the recipient of the information. Should it be fact laden or story laden? Should it be delivered in written format along with the verbal, for follow up consumption? etc. Understanding who you are influencing is an important part of it. How do they consume data.
I appreciate the dialog. This is great!
Cheers,
Lois
Agreed on your points; however, titles are still important in the corporate world. One of the most important ways is ACCESS. Your title can be a key to the door or get you a return call. In addition, titles influence how people view you or treat you. On the flip side they can create barriers and self entitlement. I do believe they are a necessary part of the corporate culture in America.
Teresa
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