Setting Up Your Employment Roles For Success

The path to success is easy to find.

After all, there have been many successful people whose paths we can emulate, and duplicate.

It’s all a matter of researching these successful people, and investigating their journeys, and asking ourselves whether we are willing to do what those people have done, in order to be successful, like these people.

Success has a recipe.

Or a number of recipes.

There are formulas for success… all we need to do is follow these successful formulas, and duplicate them, and we should become successful.

Deviating our behaviours away from the pathways that have led others to success is the primary reason that people fail.

I like to say there is a proven pathway to success… a green line, that when followed, leads to successful outcomes.

When we behave ourselves off this green line, that is what causes failure.

We know the pathway to success leads to success.

And we know that failure occurs when we behave ourselves away from that known, successful route.

When we hire someone to work for us, or when someone gets hired to work somewhere, the role that they are employed to do is described and outlined, as a job description.

When an employee is provided with a job description, they are being paid to produce a specific result [described in the job description].

That result relies on certain criteria being made [in the job description], and on certain behaviours being displayed and produced by the employee, in exchange for wages.

There are no choices in employment, so long as what is being asked of the employee is legal and is fair and reasonable for the tasks at hand.

For the employee to perform these duties, obviously some tasks may require certain specific attributes.

For example, certain tasks may be impossible for some people to perform if they lack the necessary physical attributes. And if that is the case, then these employees may need to be deployed elsewhere.

Other tasks however, just require the learning of new skills. And the learning of new behaviours.

In these cases, the acquisition of these skills and behaviours becomes a bankable asset for the employee.

Any employee who says:

“I can’t do that”.


“I won’t do that”

and draws a line in the sand, is actually creating a rod for their own back.

This employee needs to seriously ask themselves what their employer said to them at the job interview when the employee, as the job applicant, explained to their [future] employer, that these were the duties that needed to be performed.

Sadly, sometimes, this conversation at the job interview stage never takes place.

The duties of the employee are never explained to them, and nor are the employees told what is expected of them.

Similarly, employees will withhold information from the interviewer that may be very relevant as to whether they [the employee] are suitable or unsuitable to perform the duties expected of them.

In any case, when we actually begin employment, the employee may need to consider that they have taken on a position beyond their capabilities, when there is somebody else out there who will willingly and successfully perform these necessary tasks successfully.

So, in employment, the choice is there.

And that choice is simple.

The employee can either grow into the position they have applied for and been accepted for, or they can resist and refuse to grow into that position.

Clarity about roles, and duties, and about responsibilities, and expectations, and outcomes are imperative for a successful employment relationship.

Failure to clarify, and failure to disclose by either or both parties at the beginning of an employment will set that employment relationship on a pathway to failure.

And everybody loses when this happens.

The employer loses.

The employee loses.

And the customers of the business also lose.

And that’s never good.

For anyone.


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