What it means to hold a position of responsibility – but without power

There are roles in professional life that are not really visible on any organizational chart – and yet are crucial.
Roles in which people take on responsibility without clear decision-making authority.
Roles that often require a great deal of closeness to others – and at the same time demand distance.
Roles that involve mediating, balancing, and de-escalating – and yet offer little support.

Some call this a “staff function.”
Others speak of “representatives” or “those responsible.”
But most of those who fill these roles simply feel:
I’m caught between a rock and a hard place.

The silent burden of responsibility without power.

If you work in a role where you are responsible for representing compliance, ethics, integrity, human rights, equality, whistleblower protection, or sustainability, then you may be familiar with this:

• You are the interface between various interests – and no one really feels responsible for you.
• You are called upon when something goes wrong – but rarely consulted when important decisions are being made.
• You are expected to be cooperative – but please, not inconvenient.
• You bear responsibility – but have no decision-making power.

This form of responsibility is silent.
Often invisible.
And therefore burdensome…

…because people in these positions are often very ethical and value-conscious and find themselves in the dilemma between being a “guardian of values” and a “moral crusader” in everyday corporate life – either due to their own unreflected beliefs or due to their environment.

Role clarity within a company is not something that happens automatically – it requires dialogue.

To name the inner turmoil

Many people who work in such roles sooner or later experience a vague feeling of unease:

• They don’t know exactly what they stand for – and what they no longer stand for.
• They get lost between the expectations of others – and the desire to “do a good job.”
• They fall into typical role traps:
  • the helper syndrome, which leads to burnout
  • the good-cop reflex, which avoids clarity
  • the lone-wolf mode, which leads to isolation

They become carriers of tensions that nobody openly addresses – but that everyone somehow offloads onto them.

Role clarity doesn’t emerge in isolation – and certainly not just from a job title on a business card.
It arises through dialogue: with management, with HR, and with the interfaces that have expectations on a daily basis – or are disappointed because no one has clarified them.

And it is created through clear commitments from those on whose behalf these individuals act: the management and executive boards, the supervisory boards and managers, who should clearly stand behind this group of people.

Only when it is clear what a role stands for – and what it does not – can tasks, responsibilities, and accountability be distributed effectively.
And only then does the necessary security arise to avoid constantly wavering between aspirations and everyday reality.

Role clarity therefore does not mean: “I know who I am.”
Rather, it means: “Everyone knows what they can expect from each other – and what they cannot.”

That is the difference between constant overwork and effective positioning.

Why role clarity in a company is more than just a job description

Role clarity means:

• I know my mission.
  • I know what my role entails – and where it ends.
• I recognize my patterns.
  • I notice when I slip into taking on too much responsibility – or when I make myself too small.
• I see my surroundings.
  • I know who has which expectations, power, and influence – and how I relate to them.
• I can communicate.
  • I find words for tensions, demands, and boundaries – upwards, downwards, and sideways.

A key question often changes the perspective:

“Which bridges am I building – and what responsibility do I bear alone?”

This question reveals how often we shoulder more burdens than our role requires.
It also opens up the possibility of consciously shaping our responsibilities – instead of simply bearing them.

Not always perfectly. But more consciously.

„Clarity is the foundation of all leadership. If you are not clear yourself, you cannot provide guidance to others.“

patrick lencioni (*1965), american Manager and management consultant 

The path to greater inner clarity

Role clarity doesn’t happen overnight. But it starts with a simple step:
Taking a moment to pause. Sitting down and asking yourself:

• What do others expect of me?
• What are my own expectations – and what responsibilities do I take on because no one else will? Where am I currently strong in my role?
• Where do I lose myself?
• What can I let go of?
• Which attitude do I want to strengthen (again)?

These questions are not a luxury. They are a survival strategy in complex organizations.
And they are the beginning of true, effective self-leadership. For greater resilience and autonomy – and for more joy in your own role!

Creating clarity about roles within the company lays the foundation for trust and effectiveness.

A silent plea

Anyone who is caught between two stools doesn’t need a new stool.
But rather clarity about the space they are in.
And about the connection they are creating.

Role clarity is not a sign of weakness.
It is an expression of responsibility – towards oneself and others.
And it is the prerequisite for dialogue, effectiveness, and trust.

If you want to share these thoughts with others who are familiar with similar areas of tension, then forward this article – or get in touch with me.
Because: If you want to build bridges, you need to know where you stand.

© Your Julia Bach

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Developing Compliance Officers and Responsibles

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