Are you one of those people who feels responsible for everything at your workplace, from team members' mistakes to co-workers' well-being – plus results or events you can only partially influence?
If so, why is that the case – and what are the signs that you're overdoing it? It may be best to stop being over-responsible, but how? A career advisor and a psychologist provide answers:
When are you being excessively responsible?
Taking on responsibility is generally a good thing, notes psychologist Nils Spitzer, who has written a book on the subject. "It's actually the opposite of egoism," he says, characterising it as an effort to do good or prevent harm.
As with all things positive though, you can overdo it. Spitzer describes an excessive sense of responsibility as a "propensity to burden yourself with responsibility in a stressful number of situations." If you suffer from this, you typically take on "tasks outside your area of responsibility or doing things with excessive thoroughness, far beyond all standard of diligence."
How can you tell you're taking on excessive responsibility at work?
An excessive sense of responsibility has practical consequences, Spitzer says. Someone so inclined constantly interferes in areas outside their responsibility and spends an inordinate amount of time being meticulous.
It's a behaviour that's not uncommon, according to Heidi Steinberger, chairwoman of the German Association for Career Guidance (DGfK). "Many such people long regard it as normal," she says. "It feels right and becomes part of your occupational identity."
In many cases, you don't become aware of it until the positive feeling turns to frustration or cynicism. You may feel "that everything always falls on your shoulders."
What drives this kind of behaviour?
An exaggerated sense of responsibility rooted in your personality, answers Spitzer. Often, he says, "moral perfectionism" is behind it, the belief that you must always act responsibly.
An "illusion of control" can also play a role, he adds. "I can fix it, so I've got to do it." This way of thinking rests on the misconception that having the power to act automatically means having the responsibility to act, he says. A strong need for recognition and low self-esteem are often contributing factors.
The particular job and working environment can encourage this behaviour, especially through unclearly delimited tasks, roles, responsibilities and decision-making powers, Steinberger says.
"Responsibilities frequently aren't very clear in modern workplace structures and matrix organisations, leading to disorientation and pressure to satisfy everyone," she says, pointing to activities with multiple interfaces – project management, for example – as being particularly vulnerable to this.
What are the consequences of an excessive sense of responsibility?
Tension and chronic stress are typical ones, Spitzer says. "You take on more responsibility, work harder and are never certain whether it's enough. In the long run, he warns, this can lead to burnout, obsessive-compulsive disorders, anxiety disorders and depression.
What's more, feeling excessively responsible at the workplace isn't exactly beneficial to your career, says Steinberger. Co-workers or superiors can find it disruptive or transgressive. And it often leads to expectations that are detrimental to those who display it.
"The exceeding efforts of reliable employees are quickly taken for granted," Steinberger says. "Even when they reach their limits, their load isn't lightened."
What are helpful strategies against an over-developed sense of responsibility?
You should critically examine your behaviour, advises Spitzer. "Is that really your area of responsibility, or do you merely think it is?" You should also take a look at your standards. What thoroughness criteria apply here in fact? What is good enough?
What's most important, he says, is to "deliberately delegate tasks to others and appreciate that their results are acceptable too, even though they may handle the tasks differently."
Steinberger recommends giving yourself time cushions. "You shouldn't immediately take on every task, but rather consciously decide whether it's truly urgent. This gives others the opportunity to step in."
You shouldn't solve all problems by yourself either, she says. When roles and responsibilities are unclear, employers should allow employees to ask for clarification, for example in a talk with their supervisor.
Steinberger says it's also helpful to put all of your – and other team members' – tasks, responsibilities and deadlines in writing. "This takes a load off your mind and eases the inner pressure of having to monitor everything."
When is professional help needed?
Perpetually feeling responsible for everything will quickly stretch you to your limits, but reining it in on your own is often difficult. "If you notice that an excessive sense of responsibility is putting a strain on you, seek help," advises Spitzer. "Therapy can usually change this behavioural pattern." – dpa
