He’s indispensable. and you?

Apple co-founder Steve Jobs took off for 4 months without a worry. FYI asks if all of us can afford to do the same, and if there's a strategy to become indispensable to your firm

He's indispensable. and you?

Apple co-founder Steve Jobs took offu00a0for 4 months without a worry. FYIu00a0asks if all of us canu00a0afford to dou00a0the same,u00a0and if there's au00a0strategy to becomeu00a0indispensable to your firm

Mick Jagger once said what many love to live by: it's alright to let yourself go, as long as you can get yourself back. But that doesn't always work on the job, especially when you are not sure if your firm wants you back after that long, generous vacation. Of course, things were different for Steve Jobs, CEO, Apple Computers, who decided to step down for four months citing health reasons. Today, he's back to base as chief, with nothing to fear. Back home, too, biggies have proved that people really do play a pivotal role in an organisation; it's not just a thing to say. Consider former Balaji creative head Sandeep Sickand's move to Sony, or Peter Mukerjea's resignation from Star TV, and you will know why people can make or break a workplace.u00a0

Now, picture what'd happen to you. Would you, too, earn VIP treatment on your comeback from a sabbatical, or be sent a pink slip in reply to your grand holiday request?

Case study

Do you stay 10 steps ahead?

Vivek Bahl, 45, Associate VP, www.Ibibo.com
How he does it: "You have to be ahead of the game. No matter what your industry or profile, you have to meet expectations. Think 10 steps ahead of your role. Devise a strategy that makes you stand apart. Do things that haven't been tried before; that way, your company will see you as a value addition unlike any other. Bring in a new perspective. Working long hours doesn't work; you'll never be noticed that way. Create an impression of having pushed the envelope. Get proactive."

When to go: "Stepping down with grace is the mark of a true leader. Clinging to your job doesn't always improve things for you and the company, so groom your subordinates, equip them with necessary know-how, inculcate the spirit that you carry around, and leave before you are asked to. Look to Bill Gates for inspiration."

Advice for companies: "A firm should make sure the operations and motivation levels aren't dependent on one individual. They should infuse the spirit right across the board to avoid any ugly collapses, vacuums and unreasonable demands from those who are leaving."

You're in the hot seat when
>>You've been complacent of late
>>You don't do much and draw a huge salary.
>>Your holiday is going to stretch too long.
>>You are so junior, they could do better with an intern.
>>Your performance is unsatisfactory.
>>You just don't "fit" into the group.

Push, don't shove
u00a0
Here's how you can gauge the risk factor, and take leave accordingly:
>>Instead of announcing your plans, discuss it with the manager. Ask him/her if there will be any consequences later.
>>Start with how you deserve the off, and explain how it will see a new, more productive you.
>>Assure your availability on phone and email. It shows you are responsible.
>>Cite family reasons and work-life balance. They work.
>>If the cause is unavoidable, like medical or childbirth, furnish details and certificates to prove genuineness.
>>Remember to close all unfinished business before you make a beeline for the beach.

What does NOT render you indispensable
u00a0
Don't get bogged down, but age and experience as preventive factors are a myth. Here's what else doesn't work:u00a0u00a0u00a0u00a0u00a0
>>Long serving period or "loyalty". Employers often perceive it as lack of ambition.
>>Great efficiency. Concentrate on great networking, too.
>>Awesome academic qualifications. You are not here to teach.
>>A cabin. A bigger chair doesn't mean bigger tenure.
>>Good looks. They go only as far as that extra day off, not more.
>>Playing pet to seniors. Sooner or later, everyone realises.

Upping your standards is the way to stay

Ashok Bhat, corporate trainer and director of Mindshare HR Consultancy
If you want to play a crucial role, don't just do enough to get by. Push your limits. "As far as assessment of your capabilities goes, it can happen in two ways. First, follow the benchmarks within your own organisation.

These are mostly well-defined by institutionalised systems like KRAs, week-based scoring and target-meets.

Those who can't take the negative feedback that comes through these, lose the chance to grow aware of where they are falling short, and could eventually get asked to leave,"u00a0 The second way, he says, works better in today's dynamic work world. "Challenge yourself. Compare yourself with peers within your firm and outside.

Play your own critique; go in for academic and practical value-adds; internal feedback isn't ever enough."

You will be spared if:
>>You are a creative treasure-box. No one comes up with innovative ideas you do.
>>You have a unique skill set, which isn't easy to acquire. No one else can quite do what you do.
>>You take care of unbelievable workload. It'd be difficult to find a donkey like that.
>>You are the key decision maker, and most times, your choices have brought profits to the company.
>>Your deputy is good enough to fill in for you for a while, but not to take over.
>>You are the only troubleshooter around.
>>You are the proprietor's son/daughter/saas/bahu, or an influential co-employee's spouse.