I often take on additional work to support colleagues, sometimes at the expense of my own projects.

Your willingness to take on additional work to support colleagues, even at the expense of your own projects, reflects a commendable level of teamwork and dedication. However, this approach presents significant challenges when viewed through the lens of the 11 guiding principles of The ‘Chill’ Mindset. Here’s why this mindset can be problematic:

1. Valuing thoroughness and respect (#10): While it’s admirable to support your colleagues, consistently doing so at the expense of your own work can lead to a lack of thoroughness in your own responsibilities. Respecting your own workload and the expectations set for your projects is just as important as helping others. By taking on too much, you risk underdelivering on your own commitments, which can lead to missed deadlines, reduced quality, and ultimately, a loss of respect from both colleagues and supervisors. (For example, if you frequently help others but fail to meet your own project deadlines, it may undermine your credibility and effectiveness in your role.)
2. Structured and organised approach (#9): A structured approach to work involves careful planning and prioritisation of tasks. When you take on additional work beyond your capacity, it can disrupt your organisation and lead to disorganisation in your own projects. This can result in a chaotic work environment where neither your tasks nor your colleagues’ tasks are completed efficiently. (For example, juggling too many responsibilities can lead to a lack of focus and errors in your work, diminishing the overall quality of your contributions.)
3. Insistence on precision and detail (#7): Precision and attention to detail are critical for delivering high-quality work. When you spread yourself too thin by taking on additional responsibilities, the quality of your work may suffer due to the lack of time and energy to focus on the details. This can lead to mistakes, oversights, and a decline in the standard of your work. (For example, helping a colleague with their report might result in you rushing through your own tasks, causing errors that could have been avoided with more focused attention.)
4. Trusting experts and specialised knowledge (#11): By frequently taking on additional work, you might unintentionally undermine your colleagues’ opportunity to learn and develop their own expertise. Allowing them to handle their responsibilities, even if it means making mistakes along the way, is essential for their growth and for building a team that is self-reliant and competent. (For example, stepping back and allowing a colleague to manage a challenging project on their own, with guidance rather than direct intervention, can help them build confidence and skills.)

Some alignment with the guiding principles:

1. Valuing thoroughness and respect (#10): Your willingness to help others demonstrates respect and support for your colleagues, fostering a collaborative and positive work environment. However, this respect must be balanced with self-respect and the recognition that your own work also deserves thorough attention. (For example, setting boundaries on how much you can assist others while still meeting your own obligations shows respect for both your work and theirs.)

In summary, while supporting colleagues is important, consistently doing so at the expense of your own work can undermine thoroughness, structure, precision, and the development of both your own and your colleagues’ expertise. A balanced approach involves setting clear boundaries, prioritising your tasks, and offering support in ways that do not compromise your own responsibilities. Ignoring this balance can lead to burnout, diminished work quality, and a lack of respect for your professional boundaries and contributions.