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Created on: November 03, 2007 Last Updated: March 11, 2008
There was once a seasoned employee who felt responsible to grow and develop in a way that his organization rewarded. That employee was looked upon with great admiration within his peer group because he would share more then his burden of the work, and do so without a complaint. He toiled laboriously, day in and day out, and made meager gains in his job and his professional ability to execute of his tasks. His performance was self measured. His performance was self driven. His performance was rewarded by complements and a steady, albeit small, series of monetary rewards.
Eventually, this employee epitomized true professionalism in his work. He was responsible for not only when his actions were correct, but took full responsibility when his actions were wrong. He viewed the actions and work of others with compassion, and tried to understand when they did not meet the same results that he had achieved. He often worked with them, and set his mind and body to achieve another's task, so that they could feel the same internal reward he derived from the completion of a meager task.
After helping a friend to successfully complete a difficult and time consuming task, this employee was asked. "So, why do you work when others are at home, why did you stay to help me?" Instead of responding immediately, the employee put away the tools that they had been using, back in their proper place, and sat down. He responded, "I can not say why I work this way. I do not do it for myself, nor do I work because it is now what is expected of me." He stood up and began to put on his coat. "I remember," he said, "when my first boss complemented an effort made to teach a friend a long time ago." "he told me me liked to see everyone doing their best to help out." "It is for that reason I will never hold another accountable for something I will not be willing to do myself."
The director put on his coat and walked to the door. He waited until his friend left and then turned out the light.
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