{
  "id": 16133257,
  "title": "The ones who get it done",
  "url": "https://urgent.news/2026/10/23/the-ones-who-get-it-done",
  "topic": "world",
  "section": "World",
  "published": "2026-10-23T00:36:19.000Z",
  "source": {
    "name": "New Straits Times",
    "slug": "new-straits-times",
    "url": "https://www.nst.com.my/business/insight/2026/10/1561730/ones-who-get-it-done"
  },
  "original_language": "en",
  "account": "Bosses consistently turn to specific individuals when a task needs completing. Certain employees seem to bear a greater share of responsibilities, often being the first approached during demanding periods. This is due to a combination of factors such as trust, competence, reliability, and attitude. These employees surpass mere job requirements, actively driving progress. Their worth is evident when crucial tasks require completion, not merely by their job title, salary, or position. They have earned the confidence in their ability to deliver, making uncertainty less likely when a boss assigns work. This reliability is a highly valued asset in the workplace, cultivated through consistent actions rather than mere promises. Employees who keep their word, meet deadlines, communicate honestly, and take responsibility for their mistakes become the go-to people when issues arise. Besides reliability, the ability to find solutions rather than merely identify problems is crucial. Every workplace faces obstacles, and some employees wait for instructions while others assess situations, consider options, and suggest practical solutions. This doesn't mean they must have all the answers, but they're willing to think, exercise judgement, and contribute constructively. Initiative also distinguishes these employees. They don't wait to be asked; they anticipate difficulties, recognize opportunities, and act within their authority. Their contribution extends beyond the immediate task, understanding the broader objective. Emotional maturity is another defining characteristic. In the workplace, various personalities and competing priorities exist. Employees who remain composed under pressure, accept feedback without defensiveness, and disagree respectfully are often highly valuable. They maintain momentum during stressful situations, preventing additional problems for others. While being dependable offers benefits, it can also become a burden. Once a manager identifies reliable employees, there's a tendency to return to them for all important tasks, even when others could handle them. This reliance can lead to an overburdened employee with an ever-growing workload, rather than greater opportunities or recognition. Managers must ensure responsibilities are distributed fairly, set realistic expectations, and acknowledge exceptional contributions. It's also crucial for managers to recognize that being repeatedly chosen doesn't always indicate the most talented person. Sometimes it reflects familiarity, convenience, or personal preference. For employees, being dependable is a strength, but it shouldn't necessitate unlimited availability or the silent acceptance of unreasonable demands. Setting boundaries, communicating capacity, and asking for support are essential aspects of professional maturity. Sustainable performance is more valuable than brief bursts of extraordinary effort followed by exhaustion. Ultimately, bosses select certain staff because they offer more than obedience. They provide confidence, combining competence, judgement, responsibility, initiative, and the ability to work constructively with others. Their greatest value lies not in being given more work than others, but in making challenging tasks easier, uncertain situations more manageable, and shared objectives more achievable. They are the people who get things done.",
  "summary": "WHY do bosses repeatedly turn to certain members of staff when there is a job to be done?",
  "key_points": [],
  "editors_take": null,
  "illustration": null,
  "coverage": {
    "outlets": 1,
    "also_reported_by": []
  },
  "ai_generated": true,
  "disclaimer": "Summaries, key points and the editor’s take are written by software from other outlets’ reporting and may contain errors — always check the linked original."
}