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You Need to Be Self-Managing and Responsible

Harrison Barnes
By Jul 08,2022
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In this article Harrison discusses the role of self-motivation and self management. Self-motivated and self managed people always perform well. In contrast people who are forced to follow massive amounts of procedures and rules can never perform. It is important that our rituals and sense of responsibility is internal, and something we learn to do naturally–not something we only do when it is imposed on us by people on the outside. The best people in every job are self- managed and responsible individuals. Also, the more self-managed people there are working for an organization, the stronger the organization generally is. Instead of creating problems in the workplace, you should seek out responsibilities, and ritualize your work routine. These responsibilities will drive you forward in your daily work, in your career, and in your life.

Several years ago our company was operating in downtown Los Angeles. At less than a year old, the company was very small at the time; however, the people I was working with were nothing short of extraordinary:

  • I had one computer programmer who had gone to Columbia Law School and had come to work with me after deciding that he did not want to practice law.
  • I had a girl who had graduated at the top of her class at Boston University Law School and decided that she did not want to practice law.
  • I had another guy who had gotten a perfect score on his LSATs and a perfect grade point average. He was working for me a few years before deciding which law school to attend. They all ended up offering him scholarships.
  • I had a guy who was extremely intelligent and hardworking, who had gone to law school with his wife, and ultimately decided against working in a law firm. He had followed his wife out to Los Angeles while she took a job practicing law.

One guy might come in at 5:00 am and work until 4:00 pm and then work from home later in the evening. Another guy might come in at 11:00 am and then work until 1:00 am. People often worked on weekends because they liked being together. Everyone seemed to keep unusual hours, working very hard. They were always applying themselves fully and I never needed to worry about them. We offered vacation time but people hardly ever took the time off. If someone wanted to go away for a week or so they would just announce they were going on their vacation and no one was too concerned. I knew the sort of people I was working with would never abuse any privileges.

What I remember most about this group of people was that everyone had done extraordinarily well in college, getting almost all A’s. I have noticed throughout the years that the very best employees are often those who did incredibly well in college. The reason for this, I think, is that the best college students are always self-motivated, disciplined individuals who enjoy their work. You have to find a way to enjoy what you are doing in order to do well at it.

To get good grades in college you generally need to work hard and set up routines, rituals, and so forth to make sure you study at the right times. In examining the hundreds of employees I have worked with throughout the years, with very few exceptions, the longest lasting and best performing people were always those who had performed very well in college.

In contrast, I have known numerous people who, when they grew up, were forced to follow massive amounts of procedures and rules by their parents. They were told when to study, when to go to sleep, and more. Many of these kids ended up getting into great colleges because of their grades, but when they got there and did not have the structure, they fell on their ass. I saw this happen countless times. It is important that our rituals and sense of responsibility is internal, and something we learn to do naturally–not something we only do when it is imposed on us by people on the outside.

This “core group” of four people performed incredibly well for my company and our revenues very quickly grew. Within less than a year of hiring this group, we had moved locations together. After hiring numerous new employees, we took over the largest office in our building at the time. Then the company underwent a huge hiring spree; every single day of the week I found myself interviewing various people for one job or another. The process of massive and rapid hiring occurred constantly for the next several years.

What was so remarkable about this group of people was that they were entirely self-motivated and self-managing. They instinctively knew what needed to be done and they made it all happen. They were excited about and enjoyed their work, which was more akin to play for them. Their efforts helped build our companies to what they are today.  Indeed knowing these people gave me a tremendous amount of respect for the self-managing person, who knows what needs to be done and how to do it. This type of person is rare–and is the sort of person you need to be. The more self-managing you are, the better you will ultimately do at everything you undertake, the more employers will want to hold on to you, and the better future you will create for yourself.

I met with a man yesterday who has been partaking in transcendental meditation every day for the past 30 years. He told me that for him it is just like getting up and brushing his teeth or taking a shower. He simply would not be able to get up in the morning without having his daily meditation. Many people have their special routines, which they follow each day. They eat lunch at a certain time, get up at a certain time, go to sleep at a certain time, walk the dog at a certain time, etc. We integrate all sorts of rituals and responsibilities into our daily lives. We need to do the same with our job and work life. We need more responsibilities and rituals. We should not have to rely on others telling us what to do. A grown up does not need to be told when to eat, when to take a shower, and so forth. So it should be at the workplace. There is nothing more important than being self-managing.

Within a few years, our company had bought its own building and then another, and then another. The growth just kept continuing. Revenues increased and things seemed to be going very well.

However, I remember just before we moved to the first building we had purchased, that many of our key employees began quitting. Very smart people started dropping off, people who had been core employees, who had greatly assisted in growing many of our businesses. As the company grew, I began noticing that certain new people were not as self-motivated as the ones we had hired previously. My hiring standards had dropped somewhat, and many new people I brought in were just not of the same caliber to which I had become accustomed. I was not the only one in charge of hiring anymore, either. In some cases people were apparently hired more based on looks than skills. Others were hired because they knew someone working in the company. The atmosphere of the company began to change rapidly. I became increasingly frustrated because as the company was branching out, it became necessary for me to create all sorts of new procedures, handbooks, and so forth to control many of the new people. I absolutely hated this. I am somewhat of a “creative type” and cannot imagine spending my time trying to control people through various procedures and protocols.

Here are some of the employee issues I faced while the company expanded:

  • People would begin disappearing for long periods of time during the day.
  • Some employees would call in sick every few days.
  • Other people would do slipshod work and have to be reprimanded.
  • Various employees would circulate memos claiming that labor laws were being violated because certain employees were working too hard.
  • People began requesting “reasonable accommodations” for various psychological ailments with which they had somehow been diagnosed.
  • People started stealing from the company and getting caught red handed.

A whole host of other problems developed, far too numerous to delineate here. In response to all these problems the company started cracking down, establishing new bureaucracy and rules.

  • I began hiring anal retentive people to be human resources administrators, and to create various rules that people would need to follow.
  • We came up with employee manuals.
  • We began circulating memos with rules.
  • We began having various meetings to discuss employee procedures.

The self-motivated employees hated all of these rules because they were working hard to begin with. For example, if a self-motivated employee got “written up” for getting into work at 12:00 noon when they had worked until 3:00am, they were pissed. I hired an in-house lawyer to draft contracts for the new employees to sign, which demanded arbitration instead of allowing them to sue us if they believed something had gone wrong. The in-house lawyer stayed busy fielding calls and having meetings with people who were aggrieved in one way or another with all these rules and procedures. The lawyer also became responsible for firing people who were not following the rules, and spoke with the human resources manager on a daily basis about problem employees, having closed door meetings, and more.

All of the rules and bureaucratic procedures the company had created were made specifically to compensate for the inadequacies of the weak hires–people the company would not have even hired at all in the past. I noticed that while the star performers could tolerate working with weaker performers (after all, they had probably been doing this their entire lives), they absolutely could not tolerate being governed by all sorts of rules and bureaucratic procedures. For example, we passed one rule that said people could not go barefoot in the office. This made a brilliant guy from Stanford who did great work for us almost quit on the spot. We passed another rule about dress codes (shirt and pants required in the office–no shorts allowed) that made another few people quit.

As the best people left and more and more people were hired to replace them, the need for more and more bureaucracy kept developing, and I found myself passing more and more rules in order to insure that the new people were actually working. What ended up happening, of course, was that the company changed over time. While the culture of the workplace was still entrepreneurial, rules and regulations began to dominate. One time we had an incident where one of our offices tried to unionize. An increasing amount of managerial effort went into babysitting and keeping files and reports on the staff, as opposed to starting new projects and getting work done. Much of my experience running the company turned into a watchdog position, wherein I constantly had to insure that people actually did their jobs.

I also started to notice another alarming trend with numerous employees:

  • People would come into work and clock in and then disappear. They would do this for days at a time and do no work whatsoever.
  • Others would manufacture fake on-the-job injuries and sue the company for damages.
  • Still other people would come in late repeatedly and after a series of 10 or 12 warnings in the space of few months they would be fired. Then they would then bring lawsuits against the company claiming they were fired because they were old, young, whatever.

It was always the people who needed to be managed who caused the most problems. You would not believe how many people out there make a game out of creating fictitious problems.

The best people in every job I have ever had and in every company I have ever supervised are self-managing and responsible individuals. Also, the more self-managing people are there working for an organization, the stronger the organization generally is. I cannot overstate the importance of being able to self-manage; this is an absolutely essential quality to possess if you wish to achieve success in whatever you do. Instead of creating problems in the workplace, you should seek out responsibilities, and ritualize your work routine. These responsibilities will drive you forward in your daily work, in your career, and in your life.


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About Harrison Barnes

Harrison Barnes is the Founder of BCG Attorney Search and a successful legal recruiter himself. Harrison is extremely committed to and passionate about the profession of legal placement. His firm BCG Attorney Search has placed thousands of attorneys. BCG Attorney Search works with attorneys to dramatically improve their careers by leaving no stone unturned in a search and bringing out the very best in them. Harrison has placed the leaders of the nation’s top law firms, and countless associates who have gone on to lead the nation’s top law firms. There are very few firms Harrison has not made placements with. Harrison’s writings about attorney careers and placements attract millions of reads each year. He coaches and consults with law firms about how to dramatically improve their recruiting and retention efforts. His company LawCrossing has been ranked on the Inc. 500 twice. For more information, please visit Harrison Barnes’ bio.

About BCG Attorney Search

BCG Attorney Search matches attorneys and law firms with unparalleled expertise and drive that gets results. Known globally for its success in locating and placing attorneys in law firms of all sizes, BCG Attorney Search has placed thousands of attorneys in law firms in thousands of different law firms around the country. Unlike other legal placement firms, BCG Attorney Search brings massive resources of over 150 employees to its placement efforts locating positions and opportunities that its competitors simply cannot. Every legal recruiter at BCG Attorney Search is a former successful attorney who attended a top law school, worked in top law firms and brought massive drive and commitment to their work. BCG Attorney Search legal recruiters take your legal career seriously and understand attorneys. For more information, please visit www.BCGSearch.com.

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8 Responses to “ You Need to Be Self-Managing and Responsible”
  1. Avatar Semolina says:

    Thanks for a fascinating insight into the world of business managing. I regret that you have not told us what your situation is today, are you still employing many different people? What solutions have you implemented? On that note, I’d like to suggest one of my own. Funnily enough you have mentioned yourself: Transcendental Meditation. I heard that many employers have provided instruction in TM to their employees as part of a corporate development program. The results were extremely satisfactory for both sides. The employees become happier, more creative and more self-motivated, and the employer gained a much more reliable, productive staff. I hope you consider it.

  2. Avatar bloggabix says:

    I completely identify with the guy you met in the parking lot who has done Transcendental Meditation every day for 30 years. He beats me by a year, but the principal is the same. When you find something that is good and works and helps you life, then you are completely motivated to make it a natural part of your daily life. You just do it without thinking – completely effortlessly. And TM is so pleasant to do and so easy and brings results, so you really want to keep doing it. I highly recommend it.

  3. Avatar LazyEddie says:

    Dear Harrison, Its sounds like you’ve been down the road and around the block with employee relations. I worked at a problem company that introduced Transcendental Meditation to its employees on a volunteer basis and over time it really turned things around. At the same time having a top notch Human Resource department is also crucial. There has to be a proper system of rewards and discipline for any company to thrive. Also hiring is an art that has immense value. So in my experience those two things: Transcendental Meditation and an outstanding HR dept.

  4. Avatar Jason says:

    I completely agree. As a college student as a party school, it quickly becomes evident that only those who can set their own priorities will succeed. I would assume that the same thing happens in the business world.

  5. Avatar Gonzalo Vergara says:

    As a former military officer in charge of many people, I’ve noticed that in most organizations 90 percent of the work gets done by 10 percent of the people. Once I attended a presentation by Stephen Covey on motivating people. I shared my observation with him and he agreed generally. But for him the question became: “On which side of this ratio do you want to be on?”

    Amen to the 10 percenters!

  6. Avatar Alethiadoc says:

    Semolina makes a good point. In my experience, people who practice Transcendental Meditation are generally very intelligent, creative, self-motivated and honest – the perfect employees!

  7. Avatar jon paterson says:

    I am in the entertainment intustry as a producer of live theatre. I consider it my “job”. Throughout the years, of course, different chapters would open and close, thus making it difficult to stick to a routine. Sometimes, after a show would close, I would find myself devoid of the routine that i had gotten into the groove of. The trick I learned was the simply the small things; running, yoga, emailing. It would all be included in my daily routine, no matter what or where my shows my shows were at.
    Of course, in this business, most people are in it because they love it(not so much in the way of cash in live theatre in canada!)so finding motivational artists and professionals are never a problem. Thank you for your insightful article.

  8. Avatar William says:

    You Sir are a wonderfully observant and intelligent person and I greatly appreciated your article! You have succinctly put into words those experiences that entrepreneurs go through in life and corporate growth. Instead of reveling in micromanagement and strict hierarchy of authority you have rightfully loathed those sometimes necessary rules. My happiest days in business have been praising self-managing contractors and employees of good character that had a passion for their work. Procedural rules are difficult to avoid as a company continues to grow. Where possible I used to hire under temporary contract with potential replacements in the waiting. Nonetheless, this isn’t always possible under certain legal circumstances. Like you, I found that character is of far greater importance than superior skill set. Generally, the person of minimal skill set with the greatest character will learn what it takes and in turn increase corporate growth while costing a company FAR LESS long-term. You are also correct that those that are self-managing, have a passion for what they do, and are consistent bottom line performers don’t like self important bureaucrats that ultimately limit their performance in favor of the unreasonable application of uniformity. The nouveau riche of the tech industry have shown the merits of thinking outside of the traditional corporate paradigm. Thank you again for being a clear voice of reason!

    William Hall
    Harvard University
    3.7 GPA

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