In a work environment, one way to demonstrate capability is to work without constant supervision or guidance. It shows that you know what you’re doing and you are well-equipped with the knowledge and skills to finish the task. Independent workers are seen as valuable assets in offices because they require less supervision and intervention.
Managers and leaders also tend to be more independent since the entire company’s fate rests on their shoulders. They must know all responsibilities and can take over in case something goes wrong. Sometimes they would take over the HR role, the client specialist role, and so on. In fact, even when nothing’s wrong, they would take on tasks that are beyond their scope, because they think it’s more efficient than getting more people to do the job. As a result, many good workers and managers become hyper-independent, believing it would be best for the business. However, this isn’t always the case.
Hyper-Independence in the Workplace
Hyper-independence is the excessive desire to do everything independently, even when help is available. This conduct is usually protective, but because it goes beyond healthy self-reliance, it may cause loneliness, alienation, and burnout.
In an article, it was explained that hyper-independence can be rewarding in a workplace. By being self-sufficient, workers can gain a greater range of role-adjacent skills and knowledge. In some cases, those in managerial positions even end up learning skills and knowledge that are outside their field as they take on different roles and responsibilities to respond to the needs of the company.
However, this behavior can be “quietly destructive” and slow the business down. While hyper-independence can look like competence, it also isolates you. The more capable you appear, the less people check on you and open opportunities for collaboration. When you don’t ask for support, people assume you don’t need it. Because of it, you end up not just doing your tasks, but managing the operational and emotional weight of everyone’s expectations.
Why Being Hyper Independent is Counterproductive
According to the World Health Organization (WHO), excessive workload or work pace, understaffing, and organizational culture that enables negative behaviors are recognized as psychosocial risks.
These risks are associated with hyper-independence. When you have no one who can offload some of the responsibilities, or if you keep ending up doing things by yourself, you become susceptible to those psychosocial stressors. If not successfully managed, this can result in burnout. WHO states that people with burnout feel exhausted, are cynical towards their work, and have reduced professional efficacy; and this can be counterproductive for business.
Hyper-independence is also more than just a mental state; it also manifests physically. According to mental health experts, hyper-independence pushes you out of your comfort zone and keeps you stuck in fight or flight mode. Because of this, your mind is constantly racing, your muscles are tight, you can’t sit still, and you are more susceptible to anxiety when you try to relax.
However, your body cannot stay on alert forever. Eventually, you run out of gas and overcorrect by dropping into a low-alert state. During this time, you feel exhausted, completely detached, foggy, and unable to care about anything. In a workplace, this is not just counterproductive but can be destructive, especially for law firms that require full commitment and focus on the task at hand because of the high stakes.
When Overwhelmed, Get Help
You don’t have to do things alone all the time. Getting more people and delegating tasks isn’t a sign of weakness; instead, it is a sign of a healthy working environment. In this age, help isn’t just limited to your locality; you can also get help through legal process outsourcing. Virtual professionals trained by professionals can help your business without too much financial, managerial, and mental cost.