One of the frustrations I hear from firm leaders is when their professionals won’t step up, be responsible and make suggestions and decisions that are theirs to make. Instead, their staff rely too much on others to pick up the slack. That one void in their staff makes it difficult for leaders to let go of the complex technical and client matters and entrust them to fill their role.

I call this concept “taking ownership of their space.”  It’s true at every level and why I reinforce the principle in the Partner-Pipeline courses. Everyone must assume FULL responsibility for the space they occupy: planning, executing, anticipating and communicating; but mostly, a dedicated commitment to getting a positive result.

Early in your career, you needed more help filling your space. After a time you should take on the responsibility yourself and even help others your junior. Otherwise, you are holding a position but not owning it. How would you be described—as a space owner or a place holder?

Here’s a quick self-assessment to determine which one you are. In the spirit of a popular comedian, you may be a place holder if:

• When you don’t know something, if you don’t exert much effort to find out, you may be a place holder.
• When you DO know something, but you are unreliable to consistently perform, you may be a place holder.
• If you have some experience, but you seldom propose answers with good reasoning, you may be a place holder.

So, what does it mean to own your space?

• Don’t settle. If your work is not representative of a go-to space owner, you have more to do.
• Find out. When you are unsure, make the effort to get to a decision that has sound logic.
• Make the final result personal. Your work is your professional signature and it’s how you become known. Your professional pride and reputation are at stake.

Remember: no one ever got dinged for filling their space. In the end, that’s what professionals do and what clients expect and pay for.

What prevents you from owning your space?