Becoming Your Own Boss
By Carl Selinger
First Published April 2007
From dream to reality
PHOTO: Jon Feingersh/Getty Images; Post-Its:
UFUK ZIVANA/iStockphoto
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Most of us dream of
being our own boss, answering only to
ourselves, choosing what we’ll do and when, and
accomplishing great things on our own. Many of us have
already accomplished this goal. Some of my former
engineering students started their own consulting firms
soon out of college. I started my own business eight
years ago, after a 30-year career at a public agency.
And we all know of the famous bosses of technology—the
Steve Jobses of the world who go out on their own to
develop the megaproducts of our age.
But, alas, most of us have to deal with the challenges
of getting a steady income, putting food on the table,
and gaining experience in our chosen field, supported by
our employers, before we can consider breaking away. So
how do you know when you’re ready to branch out on your
own? Here are some things to consider on the “if” and
the “when” of becoming your own boss.
Identify where you are already your own boss. In your
current job, what activities are you responsible for,
how many people do you supervise, what level of dollar
responsibility do you have? These are all measures that
show you are accountable for results, with some degree
of independence. Don’t forget to include your membership
in voluntary organizations, like professional societies.
Being a chair of a professional committee or a scout
leader gives you some measure of taking responsibility
for running things.
Ask yourself what you like and dislike about having
responsibility. Are you comfortable when other people
depend on you to make decisions, or would you rather not
have the added pressures? Are you willing to work harder
and longer hours to get a job done, or do you place a
higher value on being able to leave work at a regular
time each day? These are tip-offs on whether or not you
have the inner drive and motivation to be successful on
your own.
If you’re looking for more opportunity and autonomy,
here’s something you can do right away: try “managing
your boss.” You can exert more control over your work
than you think by helping your boss. Don’t wait to be
told what to do all the time, take more initiative under
your general guidelines, keep your boss at least as well
informed as he or she would normally expect, and see
whether you get more support. Treat your job as if it
were your own “candy store”—as if you were running your
own business. This attitude will probably make you more
effective and give you a sense of how you would operate
if you became the boss.