The Area of our Greatest Competence

The early stages of our careers are a discovery process.

We are working to uncover the things we do best.

As we start to figure this out, over a period of years and across multiple roles, we try to deploy that “best-ness” as often as we can.

Our focus is to be doing as many things as possible that align with our greatest strengths—to make the places where we have the greatest competence larger.

Ironically, once we’ve risen far enough, and once our job responsibilities have broadened enough, we come to a crossroads.

Having risen through the ranks thanks to our competence, and having had our job responsibilities shaped by that competence, we are now better than most people around us at most tasks that come across our desk.

At this moment, our work transforms.

We now begin the multi-year project of making the set of things that only we can do smaller.

We do this by teaching.

We do this by learning how to identify talent.

We do this by learning how to hire.

We do this at becoming skillful at delegating—not just dropping things on those around us, but handing things off and accompanying our colleagues to ensure their success.

Most of all, we do this by seeing inevitable connection between “me doing this today, because it’s urgent” and “me getting stuck doing this forever.”

It’s up to us whether and when we start this journey.

Step 1: believe, in your heart, that a big part of your job is letting go.

(More: What Work Should I (and only I) Do?)

The Helsinki Bus Station

I’ve been reading Four Thousand Weeks: Time Management for Mortals by Oliver Burkeman. It is decidedly NOT a book about time management. It is about how to escape the tyranny of time in our lives, in the limited number of weeks (4,000) we spend on this planet.

Among other things, I was taken by this passage attributed to Finnish photographer Arno Rafael Minkkinen, about the lines leading out of the Helsinki bus station.

There are two dozen platforms there, he explains, with several different bus lines departing from each one—and for the first part of its journey, each bus leaving from any given platform takes the same route through the city as all the others, making identical stops.

Think of each stop as representing one year of your career, Minkkinen advises photography students. You pick an artistic direction—perhaps you start working on platinum studies of nudes—and you begin to accumulate a portfolio of work. Three years (or bus stops) later, you proudly present it to the owner of a gallery. But you’re dismayed to be told that your pictures aren’t as original as you thought, because they look like knockoffs of the work of the photographer Irving Penn; Penn’s bus, it turns out, had been on the same route as yours.

Annoyed at yourself for having wasted three years following somebody else’s path, you jump off that bus, hail a taxi, and return to where you started at the bus station. This time, you board a different bus, choosing a different genre of photography in which to specialize. But a few stops later, the same thing happens: you’re informed that your new body of work seems derivative, too. Back you go to the bus station.

But the pattern keeps on repeating: nothing you produce ever gets recognized as being truly your own.

What’s the solution?

“It’s simple,” Minkkinen says. “Stay on the bus. Stay on the fucking bus.”

A little farther out on their journeys through the city, Helsinki’s bus routes diverge, plunging off to unique destinations as they head through the suburbs and into the countryside beyond. That’s where the distinctive work begins. But it begins at all only for those who can muster the patience to immerse themselves in the earlier stage—the trial-and-error phase of copying others, learning new skills, and accumulating experience.

“Stay on the fucking bus” indeed.

One of the things I see often is people, three years into a job, getting stuck. They find themselves at the point that Minkkinen talks about, when the gallery owner says their work is unoriginal—but instead of the gallery owner, the voice is their own. It’s a voice that’s saying:

“I’ve learned all that I can in this job.”

“It’s no longer new.”

“I don’t see a clear path forward.”

Those reflections may well be true in some cases. However, if a job has been good for a few years, this discomfort might indicate something else entirely:  that you’re on the cusp of deepening.

Having succeeded in the first three years, you’ve mastered a set of skills. These are the core aspects of the first job or jobs, the stuff that’s easiest to describe.

This discomfort arises on the threshold of a new set of skills, the essential “soft” skills that really matter: managing and leading others; dealing with uncertainty; taking initiative; making tough calls; writing (some of) your own job description…

The list is endless.

It is a list full of skills that are harder to describe in a resume, that don’t boil down to a simple job title or a bulleted list of responsibilities.

But these are the skills that make all the difference.

These are the skills you might never get to if you’re constantly taking the taxi back to the Helsinki bus station.

The Fallacy of Long-Term Career Goals

I’ve always been terrible at setting long-term career goals. To start, I never knew what I wanted to be when I grew up (outside of maybe a veterinarian, because I loved animals). That felt like a profound shortcoming to my 10-year old and 20-year-old selves.

Partially this was because the list of “grown up jobs” that I’d heard of was absurdly short: teacher, doctor, lawyer, fireman, policeman, musician…maybe architect on a good day.

But the real problem was the half-baked notion that this process works from the outside in.

Done properly, it’s the other way around.

I know I’m in the right job if I’m thriving and learning, if I’m creating things of substance that I believe in, and if I’m working with great people. That’s the whole enchilada.

If you’re finding it hard to find all those things at once, that’s OK. Start with great people and find a way to work with them. The rest will follow.

And, if you’re wondering what I mean by “thriving and learning:”

Thriving is doing your best work. Work that makes you stand out, work you get lost in because you’re in the zone when you’re doing it, work that people keep noticing—whether in how you show up or what you delivered. Pay attention to this praise, especially if it’s for things that come easily to you. That is the kernel of you at your best.

And learning? It’s self-explanatory, and it should be non-negotiable. It is, and always will be, the only path to growth.