It's in everyone's best interest that you are happy and engaged at work.
As a result, you should take regular stock of your engagement in order to make sure that you remain on the top of your game and identify any issues which need resolving in order for you to maintain motivated.
If you have insight you suspect others in the organization will benefit from you are expected to share it.
You will share your insight the way your Team has agreed upon. If you are in doubt about how to share your insight, do it in the way that feels intuitive to you. It is more important that you share your insight, than doing it the right way.
Role clarity is the degree to which employees have a clear understanding of their tasks, responsibilities and processes at work. This clarity is not limited to ones own role; it also includes the roles of colleagues.
Clarity is an essential precursor of productivity, and a lack thereof can cause stress and confusion. To reduce these feelings and improve both personal effectiveness and the organization’s overall performance, role clarity is crucial.
In order to drive role clarity, we need everyone to set the bar for role clarity high. Examples of setting the bar high includes expecting:
Role expectations to be clearly communicated and easily available
Sufficient time to familiarize oneself with expectations
By providing traceability in your work, you enable us to improve our processes and ensure that work is done correctly.
Providing traceability means describing how and why work was done, enabling someone (or yourself) to easily understand what happened sometime in the future when you no longer remember the details.
When the traceability is great, we can understand a sequence of events by pulling on a virtual thread, where the thread is the task, process, or checklist which initiated the event. By following the descriptions and links we can get a complete overview of who did what when, how and why.
Whenever you suspect that we're not doing something we should be doing, or it's not clear who should be doing it, add that thing as a unmanaged responsibility to the relevant team and draw the attention of the team leader to the responsibility in order to have it associated with the proper role.