If you’ve spent any time reading this drivel, you’ve probably seen my constant nagging to provide value by solving problems. No, I’ve not changed my thinking about that, but I’d like to put one stipulation on the statement: make sure that the problem is real. I’m thinking specifically of those people who have hero syndrome. Not the seriously ill type such as the firefighter who is also an arsonist, lighting fires so they can save the day. I mean the people who are constantly solving problems that don’t exist.
I used to work with someone who would stick their head in my office and report that some client or partner was having an issue. They also told me not to worry – they were on the case and would handle it. Phew! Of course, it was rather odd when I mentioned to one of the “saved” partners that I was happy that my team member was able to solve their issue and the partner had no clue what I meant. Fortunately, the “hero” in question moved on not long afterward.
The other side of the equation is also true. There are people who are the “go-to” people in various areas and who become indispensable, so much so that their mental and physical health can suffer because they don’t want to disappoint anyone. It’s another aspect of hero syndrome. They feel as if they won’t be appreciated if they ask for help. Instead, they often become bitter, burnout, or both.
How do we handle people with hero syndrome? First, make sure the problems they are solving are real and are worth solving. Not everything is a crisis, you know. Second, make sure that they have the resources to solve the problem quickly, efficiently, and completely. Sometimes for those of us who were higher-ups, it means getting your hands dirtier than usual, often doing work for which you’re overqualified. I always felt as if I was paid to be everyone’s safety net, so if it was a job I could do, I did it. I have plenty of paper cut scars from making last-minute copies and assembling binders when I was needed. Finally, pay attention to the folks who are constantly being heroes. Make sure they’re not lighting the fires they’re busy extinguishing. Make sure no one is constantly backlogged with work and everyone knows it’s OK to just say “no” when they’re overwhelmed. Those times are when those of us in management earn our pay.
Make sense?
Consult Keith 