You may choose to do so by hoarding your expertise, thinking that you have an advantage on knowledge and skill. So you won’t take the time to teach and coach others to do what you do. You give the appearance that only you are good enough and others can’t do without you.

Another way you make yourself indispensable is to insist that everything go through you. No one is empowered to make any decision. They just do as they are told. It reinforces your notion that, without you, nothing would be done right.

Both of those ways make clients believe you are awesome and your firm is lucky to have you. Little do they know that you have orchestrated the situation. You are only ACTING as if you are indispensable.

The way you MAKE yourself indispensable is more about how you approach your work. There are three approaches that, in combination, will make you indispensable.

First, take an analytical approach. Don’t just do your work; think about what you’re doing. Is it right? Does it make sense? Does it meet all the requirements?

Second, take an oversight approach. Are things moving along? Is communication adequate? Are adjustments being made? Are you anticipating and preparing to ensure that deadlines are met?

Finally, take a conceptual approach. What does the engagement look like from your client’s perspective? Are your client’s goals being met? How can you use this engagement to support future opportunities?

Each of these approaches is distinct in that they require a different perspective and thinking patterns. You may be really good in one or two. But to be indispensable, you need all three. Admit to which is your underdeveloped area because that’s where your growth is. Identify it, work at it, and eventually, you will make yourself indispensable.