Workplace Jiujitsu #4: Just Do Your Job Is Not Enough
In small companies, it's common to hear phrases like:
"It’s not that hard to be successful here. You just need to do your job."
On the surface, this sounds like clarity. Simplicity. Even freedom.
But in environments where roles are fluid and responsibilities shift weekly, that phrase can become more of a trap than a guiding principle.
What Is "Your Job" When the Job Keeps Changing?
At startups, small companies, and lean teams, people wear many hats. One week you're debugging a legacy system, the next you're onboarding a new hire, the next you're triaging support tickets or leading a sprint review. There is no tidy job description.
In these environments, success doesn’t come from checking off a clear set of tasks. It comes from navigating ambiguity, managing tradeoffs, and building clarity for others.
Telling someone to "just do your job" assumes that job is:
- Well-scoped
- Well-supported
- Aligned with clear outcomes
Often, it’s none of those things.
The Real Work Is Often Invisible
In small orgs, the most valuable contributions aren't always visible on a project board.
- Documenting what others forgot to write down
- Mentoring someone who was about to burn out
- Asking hard questions about scope, dependencies, or technical debt
- Volunteering to lead an initiative that no one else wanted to do
These are the moves that make the team more resilient. But they rarely get called "your job."
What People Actually Want Is Structure
People don’t mind working hard. They mind working in the dark.
If the path to success is truly simple, then it should be:
- Written down
- Co-created with the team
- Reinforced with feedback and check-ins
If it's not written down, people will improvise. Some will over-perform in silence. Others will flail. And leadership might not know the difference.
What to Say Instead
If you’re in a leadership role and you find yourself about to say, "Just do your job," try instead:
"Let’s clarify what the job looks like right now."
"What do you need from me to make this sustainable?"
"Here’s how I define success this quarter. Do you see anything I’m missing?"
These open the door for mutual understanding and not just compliance.
The Takeaway
In stable, high-process orgs, "just do your job" might be enough. In small, fast-moving teams? It’s not.
Structure is leverage. Clarity is a gift. Trust is built when people see that success isn’t just possible, it’s legible.
If you’re not sure what "your job" is this week, you’re not alone. You’re in a system that needs better maps.