They don’t allow it, you’re told. “They wouldn’t like it … They have decided … It’s up to them.” But who are they? They are “the powers that be,” the nameless, faceless others who control our lives. They are the system, the institution, the organization, the board of directors, the trustees, the governing bodies, the upper echelon. They decide about the roles, they distribute the tasks, they allocate the resources. Role deals with who you are, tasks with what you do and resources with what you have. If you can understand roles, tasks, and resources in terms of “their” expectations and yours — learning what is negotiable — you have a chance to exert some control over your work and life. Role usually is determined by a formal title, by the responsibilities attached to the title and by specific behaviors. The way a specific role is performed determines influence. For example, the role of chairperson can be exercised democratically, seeing to it that all members have a say, or manipulatively, seeing to it that only those members who agree with you are recognized to speak. Similarly, the role of a secretary may include typing, filing, sewing on the boss’ loose buttons, attending meetings, writing reports and making important decisions. Roles always have two aspects: others’ expectations and your own. The importance of others’ expectations is that it colors their perceptions of your performance. If managers are seen as needing to be tough and direct, they will have difficulty being empathetic and nurturing in that organization. If employees are expected to be self-starting, anyone who waits to be told what to do will not advance. What strategy should you pursue? First, figure out others’ expectations, then start performing at a level that allows you to take on functions beyond your job description. You have to act like a vice president before you can become one! As you tread the fine lines between being demanding and compassionate, having high standards and being flexible and attending to the task and caring about the people, ask for feedback on your performance from colleagues you can trust and bosses you respect. Your own comfort level also will be an indication of the appropriateness of your behavior. Task is the work to be done. What you actually are expected to do, and how you do it, is of critical importance. For example, when you write a report, you add a separate section of your suggestions or ideas and send it (with your superior’s approval) to several people in key positions. When something in the office needs to be done differently, initiate not only the idea but also the changes, asking other people to help. If you are blamed when a task goes wrong, you should also not miss out on the benefits of a successful outcome. Every major success should result in more chances to be creative and have more autonomy. The allocation of resources encompasses such items as money, equipment, people, services, information, time, territory (both the physical space you occupy and the size of the territory you control or manage) and the opportunity to use your own knowledge, competencies and skills. Decisions are based on information gained through both formal channels (e.g., written reports or exchanges at meetings) and informal networking (e.g., tidbits picked up during coffee break, in the restroom or the car pool or after hours over a drink). Many decisions are made, deals confirmed and promotions promised via this informal exchange. Therefore, if you aren’t asked to join colleagues for coffee, then make the necessary contacts yourself. Information gained casually is often invaluable. In crisis management, emergencies or whenever a quick decision needs to be made, try to be the one who makes those decisions. Taking a chance gives you the opportunity to prove yourself. The nameless, faceless “they” — who have given you an inconsequential role, assigned you an insignificant task and allotted you limited resources — are in for a surprise. Although I write here of the workplace, it applies equally well to any organization, whether profit or nonprofit, large or small — wherever there are people there are hierarchies, with their competitions and rewards.