Back to Blogs

Being Indispensable

My First job after college:

I graduated in 1994 and began my career at a top engineering firm of India. My boss, with 20+ years of experience, was extremely knowledgeable but followed a traditional approach to leadership. His management style was top-down, demanding full compliance from his team and leaving little room for questioning or independent ideas. I found his methods challenging, which often led to arguments.

In my role, I developed four computer programs that simplified engineering tasks, which saved the department a considerable amount of time. I was very proud of this achievement. However, one day, my boss and I had a bitter argument. He told me, “Don’t think you’re indispensable, no one is, not even me.” I found it very harsh. I didn’t agree with him. I thought that, without me, the department would struggle since I was the one creating these innovative computer programs.

A Wake-Up Call in the IT World

After four years, I left to join a top IT company. It was there that I realized my former boss was right. During the IT boom, attrition was very high, I saw many key people leave their jobs, and while there was initial discomfort, others quickly stepped up to fill the gaps. The projects didn’t collapse, and it became clear that the work could continue without those “indispensable” people. This experience reinforced my boss’s advice: “No one is Indispensable.”

Leadership Challenges and Realizations

I moved up the ranks, and after exactly 9 years, I was leading a team of 100 members, most of whom were freshers. I was fortunate to have many talented individuals on my team. A few of them were stars—they took initiative, did excellent work, and built innovative solutions. Customers depended on them, and their colleagues looked up to them. This reminded me of my own early days in my first job.

However, two main problems emerged. First, many of these “stars” became complacent over time. Second, some intentionally created dependency by withholding knowledge from others. Both of these issues hindered the team’s growth, caused bottlenecks, and limited the team’s overall potential. I realized that relying too heavily on these “indispensable” team members threatened the team’s future growth and resilience. By depending too much on a few individuals, I was unintentionally stifling the development of others.

Applying the Lesson from first Boss :

To address these issues, I began restructuring the team. I rotated people between groups and changed their roles, creating opportunities for growth and reducing dependency on any single person. I firmly believe in the idea that “No one is indispensable,” and this approach allowed individuals to showcase their capabilities. Some team members, from whom I had low expectations, delivered outstanding performances.

The department didn’t collapse when key individuals were moved; in fact, it became more resilient and performed better as a result. This experience reinforced the importance of the lesson I had learned years ago.

Conclusion: 

The harsh comment from my first boss—”No one is indispensable”—became the most important leadership lesson I’ve ever learned. This philosophy has deeply shaped my leadership style and how I build teams. By fostering growth and resilience, I ensure that the work can continue without relying on any single person.

Dear Readers 

What did you learn from your first boss? 

#Leadership #Teamwork #EmployeeGrowth #Management #CareerDevelopment #ResilientTeams  #LeadershipDevelopment #PersonalGrowth

Recent Posts

Is a Job Switch Your Best Move?

Considering a job switch? Evaluate key factors—salary, job profile, company, and location—to make a well-informed decision that aligns with your

Why Employees Quit

This is the summary of HBR Article “Why Employees Quit” published in November 2024 issue . Author: Ethan Bernstein, Michael B. Horn, and Bob

Share this Blog