The Cost of Keeping on Track
Who Keeps the Whip Accountable? Reflections on Balance, Burnout, and Staying on Track
In recent conversations, I’ve been reflecting on what it truly means to be the right fit for an organization at different stages of its growth. Two friends recently introduced the idea of not just knowing what you can build, but also what you should build as an entrepreneur. At first, this concept didn’t fully resonate with me. However, after listening to a podcast featuring Marc Randolph, co-founder of Netflix, everything shifted.
Randolph shared how, despite being the CEO during Netflix’s early days, he recognized he wasn’t the right person to scale the company as it grew. Reed Hastings took over not because Randolph lacked talent, but because he was better suited for that next phase. This insight struck a chord with me, highlighting the importance of understanding our strengths and recognizing when someone else might be more equipped for the task. It’s a vital lesson for both individuals and companies.
This leads me to a crucial question: Why don’t we spend more time considering if we’re the right fit for our organization’s current stage? Are we driven by ego, wanting to be seen as high performers, even when we may not align with the company’s direction? Is this something we must learn over time? I’m still figuring this out, but I felt compelled to share my thoughts.
The truth is, not everyone is designed to take a company from inception to success. Some thrive in the chaotic startup environment, while others excel in scaling operations or maintaining established processes. We often overlook this crucial distinction, but we need to start talking about it more openly.
It’s essential to genuinely assess where we fit within the growth spectrum of our organizations. This goes beyond merely being able to do a job; it’s about recognizing whether we should be doing it at this stage. Many employees fail to consider this, just as hiring managers often overlook it.
Consider this: the skills required to take a product from zero users to thousands differ significantly from those needed to grow it into a household name. Reflecting on this could make all the difference in your career trajectory.
So, why is this discussion so rare? Is it our ego that prevents us from stepping back, or is it simply a lack of awareness? We may cling to the belief that our early contributions grant us ownership, but does it?
I’ve experienced this firsthand. Early in my career, I was reluctant to let go of projects I had nurtured. It wasn’t until a conversation with my manager illuminated the importance of adaptability that I understood the value of stepping aside for the greater good. Sometimes, the most significant contribution you can make is to pass the baton and let someone else take the lead.
This journey requires self-awareness. You must understand your strengths and weaknesses, and sometimes it takes a nudge from others to help you see the bigger picture. And that’s perfectly okay. We’re all evolving, and the fact that you don’t have all the answers now is part of the process.
This year, I’ve learned more about myself than I have in the last decade. Things are finally clicking into place, and I know that five years from now, I’ll have even greater clarity. The key is to trust your journey and remain committed to your growth.
So, as you navigate your career, ask yourself: Are you genuinely a fit for the stage your organization is in? Are you holding on out of ego, or are you positioned to make the most impact? Understanding this can differentiate stagnation from success—for both you and the organization.
If you genuinely love and enjoy the work you’re doing, having an open and honest conversation about your current role and career aspirations can pave the way for finding your fit over time. It’s important to recognize when you need support and to be willing to seek help as you work toward improvement.