When Was the Last Time You Questioned the Assignment?

Like many of my peers, I’ve been known to love a mapped-out process and a clearly articulated task list. Checking off a box brings me joy and getting into a routine of completing my recurring responsibilities is especially satisfying (exhilarating, I know!).

But it’s also comfortable.

And we all know that when we get comfortable, it’s more common to sit in that comfort and steer away from any unpredictability.

Activities become routines that are carried on because it’s how things were always done. And because of this, teams can forget why certain assignments exist in the first place.

Sometimes it seems as though people defend the process rather than the purpose.

We keep certain processes and ideas because we know them, not because they’re actually benefiting our cause. And this not only applies in a business sense, but in personal situations as well.

In the context of event marketing, we:

• Add sessions because empty agenda slots feel uncomfortable (even though audiences express the desire for more down time)
• Customize every experience because personalization has become a buzz word (even though less customization creates more cohesion)
• Continue legacy meetings because they’ve always existed (even though shifting the effort to another meeting or initiative could make the greatest impact)

In the context of our workflows, we:

• Prioritize frequent meetings because we assume they’re productive (even though associates thrive when they have time to execute too)
• Add more checklists and processes because it feels organized (even though the unique nature of our work requires more flexibility, and these additions can result in the opposite effect)
• Search for new platforms to optimize our tasks because we think it’s resourceful (even though we have ample tools at our fingertips and this will be one more login to manage)

In the context of our personal lives, we:

• Commit to all the social gatherings because we don’t want to say no (even though our families would feel recharged with a weekend at home)
• Spend money on subscriptions because we think it will save us time (even though we’re capable of managing these things without another subscription that’s likely to be forgotten)
• Throw extravagant birthday parties for our kids because social media told us to (even though quality time and a homemade cake would make them feel special)

Those are only a handful of examples, but I’m sure we all have our own that we feel particularly passionate about.

This leads me to an important question:

How can we challenge the assumption that something needs be done before investing time, money and other valuable resources into it?

Some efforts no longer serve us because (if we’re being honest with ourselves) they never did. Sometimes they no longer serve us because circumstances changed, goals evolved, the business matured, etc.

Ask the questions that will determine whether investing time, budget or other resources is worthwhile.

1. What problem was this originally deigned to solve? And does it still exist?
2. If we started from scratch today, would we still need this? And would we build it the same way?
3. What would happen if we didn’t do what’s being proposed? Would the result be neutral or even positive?

As the father of modern management, Peter Drucker, said “There is nothing quite so useless, as doing with great efficiency, something that should not be done at all.”.

My challenge to you is to question the assignment. Revisit your “why” more often and see what happens to your workflow, your ability to prioritize and your overall effectiveness in your role.

The intention isn’t to solely reduce workload, but to make the work you’re doing more meaningful. It’s intended to give you confidence that when you finally check that box off you know it was for a reason. It’s going to make a difference and it’s going to matter.

I’ve worried at times that questioning could come across as lazy or unwilling. I’ve been concerned that I may come across as difficult to work with if I strike up a conversation after being assigned a seemingly simple task.

But isn’t this what our teams should want from us? To think critically and always seek to add the most value, even in the small things? To care about the work we're doing?

Maybe there’s ultimately a need for the assignment you’re questioning, but you won’t regret having discernment and being intentional with your (and your company's) time. And colleagues, clients and leadership may even respect you more for it in the long run.

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