Lose the Title-Get more Done
Briefly:
For as long as theatre and theater’s have existed good folks have quietly accepted the fact that although their job title may suggest otherwise, they still have to clean the bathroom, vacuum the lobby, sell tickets, usher on show nights or work the concession. We also have all experienced the “out of job description” efforts many have made to assist those who need help to fulfill their own job description. This is almost always on display when sets are built or taken down, costumes magically appear from somewhere and props come up out of someone’s basement or recent trip to the thrift store. Theatre and community organizations that undertake it are by their very definition and culture a collective, none hierarchical work environment (where everyone’s job and boundaries are clearly defined) …
Then why do we continue to insist on giving everyone a job title?
The Education Director in addition to working as a teacher and administrator also regularly Choreographs, directs, participates in casting, sews costumes and yes if its required she’ll role up her sleeves and clean a toilet or ask a sponsor for money…. Is this really the job of an Education Director?
The Technical Director in addition to building sets and props and hanging lights and maintaining the company truck will also manage the digital media and apps and be the go-to IT guy as well as change up the Marquee outside when its required and yes mop the floor! Is that really the work of a Technical Director?
The Managing Director manages the day to day activities of the company and is the first report to the board of directors in addition they program and execute on line content, direct plays/musicals, do the accounting, organize the office, sell sponsorships and you might even catch them dusting or decorating for Halloween…Is that a Managing Directors Job…
“What we really seek and have always had during our our most productive and harmonious periods is a group of Employees who are Engaged, Aligned, Committed, and Excited to push forward the purpose and vision of the organization!”
With lots of input from the web and my trusty Playwrights the thesis is this…
Titles encourage competition to make it to the top rather than doing great work.
“It is not title’s that honor people, but people that honor titles.”
— Niccolo Machiavell
A title is not a superpower.
Getting promoted won’t turn you into a superhero. A great title won’t increase your ability to create impact.
folks who are lousy managers won’t get better just because they are promoted. Those who are afraid to speak up, won’t become more courageous by having a bigger/better title.
The ability to drive change is not directly correlated to a title or job description.
However, we let a job title define and restrain our identity, self-esteem, status, productivity, and more. That’s why most people hold on to titles: they want their fair share of recognition. It’s a security blanket…
The problem with titles is that we’ve turned them into currency. Instead of facilitating work they have become a bargaining chip. Sometimes they are a way out of doing the harder things we all collectively need to do to make it all happen. Sometimes titles are a way of hiding from doing the things you’re not comfortable doing. A title can become a very passive way of saying “no I won’t or can’t’”
Perhaps our use of titles is painful; and creates toxicity and confusion rather than clarity.
“Titles distinguish the mediocre, embarrass the superior, and are disgraced by the inferior.”
― George Bernard Shaw
Are titles a necessary?
We live in a culture) especially now with the current pandemic) with a strong sense of scarcity. And job titles are the perfect currency.
The higher you get into the corporate ladder, the fewer growth opportunities you have. Getting a bigger title equals being part of a selected few. But we theatre people are already a select few simply by being there!
So…what happens when you get rid of titles?
What if everyone ’s business card and email signature simply said their name OR what if everyone’s title was ARTIST or THEATRE MAKER or Associate
“Never confuse the hierarchy that you need for managing complexity with the respect that people deserve. Because that’s where a lot of organizations go off track, confusing respect and hierarchy, and thinking that low on hierarchy means low respect.”
— Mark Templeton, CEO, Citrix
Titles are painful. That’s why we should get rid of them and adopt a new organizational and motivational model. All of our people will play more than one role; so, let’s not box them in with a title.
HISTORICALLY…
Titles created hierarchies: The higher the title, the better. A king captures a pawn.
Title drove respect: Those who were on the lower system were deemed as less worthy. Former British King Edward VIII became an outcast once he abdicated.
Titles were based on relationships and reputation, not on performance. If you were ‘part of the family,’ you’d get a title. Some people got promotions because of their connections, not their brains.
Titles were used as a bargaining chip: Scotland and France were strong allies; at least five contracts of marriage were celebrated between these two nations to preserve power. An exchange of titles was part of these ‘contracts.’
Loyalty was rewarded: The longer you served a king, the bigger the reward. Tenure has traditionally been more rewarded than performance.
How to Let Go of Job Titles
“If you approach the ocean with a cup, you can only take away a cupful; if you approach it with a bucket, you can take away a bucketful.” — Ramana Maharshi
Building a Culture of Abundance is a collective effort. And it’s anything but easy. It starts by challenging your own assumptions. Most of us were raised in organizations that promote ‘scarcity.’ And are used to everyone protecting their turf.
As Stephen Covey said: “People with a scarcity mentality tend to see everything in terms of win-lose. The more principle-centered we become […] We believe other’s people success adds to, rather than detracts from our lives.”
HOW…
1. Start by being honest: Employees mimic their leaders’ behaviors. Avoid saying, “do it because I say so.” Most managers do, even if they don’t say it explicitly. Explain your ‘why,’ collect engagement.
2. Titles should enable behaviors rather than limit participation: Self-organization redefines people’s work based on the roles they play. If you are part of the team you sometimes need to play an “off-position” in order to cover and support your other team members...Good teams’ practice this.
3. Redefine authority as a team. Don’t just delegate tasks, delegate the power of making decisions to make things real. Create projects in which individuals can still take full accountability.
4. Promote inclusivity. Most meetings are biased. When it comes to evaluating choices, senior leaders tend to take over. Create a space for junior people to speak up. Let introverts or those who are not considered ‘vocal’ to share their thoughts Diversity of thinking is what makes the team richer, not group thinking or senior leadership takeovers.
5. Ask questions rather than jump to provide the right answer. Change requires building a habit. If you quit smoking for one day or even a week, that won’t turn you into a former smoker.
When you are trying to build a culture of abundance, you will be put to the test. Your team will try to realize how serious you are or if you’d soon revert to your former title addiction.
You are more than a title. It’s time to ease everyone’s pain. What drives your organization? Scarcity or abundance?
“The greater fool is someone with the perfect blend of self-delusion and ego to think that they can succeed where others have failed…”the newsroom”
