Overachiever: Part 1

I have been labeled an "overachiever". Don't misunderstand--I don't think this was said in a derogatory way, but it was still said. Being the Nonconformist, I must now pick apart this label and determine if I really am an overachiever. And if I am, I've gotta figure out how the hell to fix myself...rid myself of this affliction.

"Think you already have an overachiever on your team? Look for some telltale signs:

Takes on tasks without being told or goes beyond the boundaries of their job description to solve problems

Prefers not to work in teams or take the time to follow basic processes and job functions

Becomes overly concerned with accomplishing tasks, no matter which job function you plug them into."

Hmmm...yes, yes, and yes.

"For overachievers, completing tasks above and beyond expectations provides the same physical and mental high as a drug. But the sensation gets harder to come by as time wears on, so don’t expect them to get comfortable and remain in their current position for more than two to three years. Most appreciate your mentoring but get bored quickly and move on to the next challenge.

Don’t just give overachievers pats on the back and expect gratitude in return. Because they tend to be spontaneous and have little patience for protocol, overachievers demand more of your time than others. For example, they may want to bounce around new ideas at a moment’s notice. Stephen Kern, director of decision support systems in Pfizer’s global manufacturing division, likes working with overachievers, but admits they can spend too much time on a project and not get things done. 'There’s an upside to having overachievers on your team,' Kern says, 'but it can take a lot of energy to focus them because they’re continually looking to accomplish things beyond the obvious tasks.'

Overachievers can often appear scattered and unable to focus, but that might merely signal that they’re focused too intently on one task. And since they hate to be wrong, they don’t always respond well to criticism. William Quigley, managing director of Clearstone Venture Partners, finds this problem among CEOs and company founders. As a board member for several companies, Quigley says he spends much of his time asking overachieving chief executives probing questions. 'I don’t find it useful to tell them about a problem in their supply chain and give them a solution,1 he says. 'Instead I ask them overarching questions about their priorities: Do you feel resource constrained? What areas could you use more help with?'"

Oh, shit. I am an overachiever.

The Dangling Carrot

After months of job depression (this is not to be confused with regular depression, from which I do not suffer), I am finally feeling as though I may rise out of the cesspool of drudgery and be a motivated, productive employee once again. Not sure what has changed, but I think this turn of attitude could be the direct result of three things: the onset of summer; a successful meeting this week with a report that Minionette and I prepared and presented; and an inspirational chat with a colleague (thanks, friend!) that reminded me that we all have to work for stinkheads every now and then but that it shall pass (as most unpleasant, stinky things do). I have renewed hope that I will one day work for someone with great leadership skills.

Maybe.