By OBBM Network Editorial Staff

Derived from an episode of Leading Leaders TV.

What if the next big promotion hinges not on the duties listed in your contract, but on the extra slice of pizza you’re willing to take from a colleague’s plate? That question sits at the heart of J. Loren Norris’s latest discussion on the evolving demands of modern leadership.

The Myth of the Fixed Job Description

Norris opens by recalling a common workplace moment: an employee protests, “I don’t get paid enough to do that.” He points out that many leaders interpret such push‑back as a lack of clarity, when in fact it often signals an opportunity for growth. “If you see a problem, solve the problem,” he advises, warning that a “that’s not my job” mindset can make someone part of the problem.

He illustrates this with a personal story from his early career. Fresh out of high school, he worked at a Safeway store where the manager would ask him to re‑merchandise aisles—something outside his original stocking duties. Rather than refuse, he took the task, learning the importance of flexibility long before the term “context switching” entered business jargon.

Entrepreneurial Hat‑Switching: A One‑Man Crew

Transitioning to entrepreneurship, Norris describes his own operation with his wife, where they handle production, marketing, sales, and coaching—all in a single day. “Today, I’ll be here, then I’ll be out doing networking, then I’ll do some sales, and then I’ll come back here,” he says, emphasizing that wearing multiple hats isn’t a luxury but a necessity for small‑scale business owners.

This relentless shifting mirrors the broader trend of “multi‑project executives” who must juggle cross‑functional responsibilities. Norris argues that success comes from seeing how each task impacts the whole organization, a skill he likens to understanding the entire pizza rather than just a single slice.

Learning From the Greats: Drucker, Welch, and Maxwell

To reinforce his point, Norris references classic leadership thinkers. He notes Peter Drucker’s focus on outcomes rather than who pushes the button, asking whether the action delivers the intended result and serves customers and shareholders. He also recounts a memorable exchange between Jack Welch and John Maxwell, where Welch famously said he would fire all existing leaders when taking over a new company, underscoring the need for decisive, results‑oriented leadership.

These anecdotes serve as a reminder that senior leaders must be comfortable influencing peers, subordinates, and even superiors—a concept Norris calls “360‑degree influence.” He challenges listeners to read Maxwell’s *360 Degree Leader* to deepen this skill set.

Adapting to a Rapidly Changing Workforce

The discussion turns to the impact of technology and AI on jobs. Norris cites his father‑in‑law, who trained in C++ during the era of “Cobalt” and later served as a firefighter, soldier, and school‑bus driver. When AI rendered his original coding skill obsolete, his varied experiences kept him relevant.

Similarly, Norris warns against a siloed career identity. He cites the missed opportunity when Blockbuster declined to purchase Netflix for $50 million, illustrating how narrow thinking can lead to costly missteps. The takeaway: leaders should cultivate a broad skill set that can pivot as market conditions shift.

Practical Steps for Becoming a Multi‑Project Executive

To translate theory into action, Norris offers three concrete practices. First, proactively take on tasks outside your formal role and track the outcomes. Second, develop a habit of asking, “How does this piece affect the larger business picture?” Finally, seek mentorship that encourages cross‑functional learning, whether through books like Jim Collins’s *Good to Great* or direct coaching relationships.

By adopting these habits, professionals can position themselves as indispensable contributors, ready to step into higher‑level decision‑making when opportunities arise.

In a world where job descriptions are increasingly fluid, the ability to switch contexts, solve problems beyond one’s original scope, and influence across the organizational hierarchy is no longer optional—it’s essential. Norris’s insights remind us that the modern executive must think like the CEO of their own role, constantly expanding their impact and staying ahead of technological disruption.

The full episode of Leading Leaders TV is available on OBBM Network TV.