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At most workplaces, employees are stealthily categorised as “watchers” and “waiters” by the bosses.

They openly describe the few who have successfully climbed the ladders as “doers”.

The watchers are very conservative and comfortable with existing systems and processes.

They are occasionally heard quipping: “this is the way we have always done things here.”

Out of fear of failure, they do not like to take any risks. Creativity is not their cup of tea because it could threaten existing comfort zones.

The mention of the word “change” makes them take up arms to resist such advances.

Watchers take any form of rejection personally. And they visibly show bitterness when unable to get what they want.

Waiters are fairly similar to watchers. For fear of the unknown, they take time before hoping into any bandwagon.

They avoid pioneering out of fear of failure. Riding on the back of go getters, they are occasionally willing to take a few risks.

If they are overlooked on a matter like a promotion, they handle rejection better than watchers.

Waiters always sit on the fence waiting to respond only when prompted to do so.

Unless much managerial pressure is exerted on them, they do not make notable initiatives in their area of work.

Doers get things done when others want to run away. They are not afraid of taking risks.

In fact, they thrive on risks, ambiguities and uncertainties. Doers perceive risks as challenges and are not afraid of change.

Sharing new ideas without worrying about looking stupid, they enjoy engaging in creativity activities.

Since doers do not take rejection personally, they are not bothered when it occurs.

Doers are equipped with a lot of knowledge; sets of skills and positive attitudes about the work to be done.

Hence, they are the critical pool of employees that organisations retain when in trouble.

Watchers and waiters have the potential to become doers, but they must have a clear picture in their minds of how success will look if they become doers.

Here are invaluable skills that can help them become doers and succeed in their careers.

Business acumen

The future of work will demand that employees be more of generalists – competent in several different fields or activities than specialists.

They will have to acquire skills for understanding and appreciating various functions of the organisation.

In essence, they would wear different hats like entrepreneurs to meet expected work outcomes.

To succeed in future, doers will need to re-tool their current business acumen and skills accordingly, to raise the bar for themselves.

Negotiation skills

Business transactions involve negotiations between two or more parties to achieve win-win solutions.

Parties involved need to appreciate that consensus can be built through give and take concessions.

Doers will have to cultivate the fine art of dealing effectively with people in uncertain situations.

They can use the same art in mediating or resolving conflicts between employees.

Oral and Written Communication

Employees who possess better oral and written communication skills stand out among colleagues on a number of work-related issues.

They use the right words and appropriate gestures in conversations. They are always ready to participate in public speaking opportunities or make impromptu remarks without feeling self-conscious.

To get ideas across or motivate colleagues, such good communicators habitually make quick mental rehearsals on a subject before speaking.

In writing, doers search and take advantage of writing opportunities such as contributing topical articles to in-house newsletters or other media, to articulate issues leaving an indelible mark.

Public relations

Doers usually volunteer to offer new employees orientation because they enjoy explaining things to other people.

They are familiar and comfortable with passing on information and know-how.

Whichever position of responsibility they hold, they see it as a chance to share ideas, and exchange experiences with colleagues.

During organisational events, doers accept roles that would enable them exercise public relations skills, and organising events exposes them to the art of delegating tasks to others and allocating resources.

 Teamwork spirit

Management achieves organisational goals through mobilisation and team work. In situations that call for accountability, doers in the capacity of supervisors take responsibility for the work of others.

Thus, they can give instructions, make judgments, delegate tasks and pay attention to other employees’ viewpoints.

 Good working habits

Poor working habits account for about 20 per cent of employees’ inability to meet work targets, especially those with deadlines.

Ability to coping with deadline pressures singles out doers from watchers and waiters.

Doers search for opportunities to showcase quality work output done within set time lines. They are happy to demonstrate their capacity to beat tight deadlines.

 Mining data

Internet-based information overload was expected to be blessing, however, it has turned out to be a burden that needs careful searches to obtain what is required.

Employees with skills for mining, analysing and interpreting data will be in very high demand in future.

Although technological advancements like artificial intelligent are bent to reducing human input into operations, they so far cannot make decisions or judgments.

Employees that can add value to automation outputs will still be wanted in agile organisations.

In summary, those employees who will acquire and utilise up to four of the above are likely to renew their working lives and career paths.

Those who will practice most of the skills and achieve high levels of proficiency shall be earmarked ‘doers’.   

 Samson Osero, HRD Consultant and Author of Transition into Retirement, [email protected]