Many operators have either officially or unofficially written their own job description, and are reaping the benefits. Here's how you can get in on the fun.
You need to take care of the "standard KPIs" (table stakes), and then be resourceful to ensure your leadership gets to understand your unique lateral strengths.
You can build a nice niche for yourself even in a large organization.
Just making sure I understand you correctly: Htting the minimum benchmarks (KPI) with your unique lateral strengths while making leadership aware of how my unique strengths are better this way than my previous role.
Do you know any real life examples I could reference?
That's not what I'm saying. Hitting your standard KPIs is a must.
You can't avoid it in the quest of "rewriting your job description", not in a large organization.
Make sure that your KPIs are taken care of, to start with.
After that, it's time to use your unique lateral strengths to create an expanded role that goes beyond your standard KPIs.
This is where you differentiate yourself because, unlike everybody else in your team, you are not simply fulfilling the standard KPIs, you are adding value in ways that not even your leadership knew you could, or even asked you.
I had a scenario where a consultant who was interested in psychology run a mini-study "on the side" with the client executive team and then presented the results at the end of the discovery phase my team was commissioned. She made a name for herself.
You mention it being easy to do at startups.
Would it be possible to do at existing companies?
How would the process of focusing on how it helps the manager be the same/different?
In my experience, it's possible.
You need to take care of the "standard KPIs" (table stakes), and then be resourceful to ensure your leadership gets to understand your unique lateral strengths.
You can build a nice niche for yourself even in a large organization.
Gotcha.
Just making sure I understand you correctly: Htting the minimum benchmarks (KPI) with your unique lateral strengths while making leadership aware of how my unique strengths are better this way than my previous role.
Do you know any real life examples I could reference?
That's not what I'm saying. Hitting your standard KPIs is a must.
You can't avoid it in the quest of "rewriting your job description", not in a large organization.
Make sure that your KPIs are taken care of, to start with.
After that, it's time to use your unique lateral strengths to create an expanded role that goes beyond your standard KPIs.
This is where you differentiate yourself because, unlike everybody else in your team, you are not simply fulfilling the standard KPIs, you are adding value in ways that not even your leadership knew you could, or even asked you.
I had a scenario where a consultant who was interested in psychology run a mini-study "on the side" with the client executive team and then presented the results at the end of the discovery phase my team was commissioned. She made a name for herself.