In open organizations, we like to say that you own your career. Each one of us is encouraged to find a gap and fill it.
In settings like these—and when there’s more work to be done than there are hands to do it—it’s important to understand your strengths so you can identify where you can be most effective in the organization and which problems you’re passionate about solving. That means everyone—associates, managers, and executives alike—shares responsibility for proactively nurturing an open dialogue about ways they can engage with challenging, meaningful, and interesting work.
Not long ago, my colleague Sam Knuth began making this point in his advice to people who feel underutilized at work:
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