They’re important for organizational clarity, lines of authority, and decision-making. But they fail when it comes to creating a "whatever it takes, we’re all in this together" culture and ethos.

When I was an officer in a Fortune 500 company, I spent many a late night building briefing books and handling administrative tasks. Why? Because it had to get done.

I have a colleague who earned a doctorate but insists on being called by his first name. Why? Because that’s his name.

Stop by your local Chick-fil-A and you’ll see the owner/operator slinging fries just like the rest of the crew. Why? Because hungry customers have to be served.

To me, an egalitarian approach to work and getting the job done makes for stronger teams. It sends the message that no task is too menial for anyone to take on and no title is a barrier to putting the shoulder to the wheel in any way necessary.

There’s an old adage, “I would never ask anyone to do something I wouldn’t do myself.” Leaders who apply that in the workplace can count on greater loyalty from their teams, a strong work ethic across the board, and a deeper commitment to achieving organizational success.

Unfortunately, some folks simply don’t have the professional maturity and humility to make titles secondary to just getting the job done. In those cultures, an us/them environment is created. Morale is lessened. And buy-in to what leaders are asking for is nil.

That’s why, for teams I lead, I believe in this rule of the road: “We are equals – organizational structure exists for efficiency and role clarity.”

Use titles for role and responsibility clarity. Use structure to maintain order and avoid chaos. Don’t use them to establish unhealthy barriers to what work can and should be done and by whom.

Harry Truman once said, “It's amazing what you can accomplish when you do not care who gets the credit.” The same holds true when you don’t care what work you have to do to accomplish it!

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