An employee hits you with it: “That’s not my job.” The phrase lands with a thud, stopping progress in its tracks. This attitude can frustrate leaders and signal a deeper issue within the team. It is a direct challenge to flexibility and teamwork.

If left unchecked, this mindset can damage productivity and morale. A study reveals that disengaged employees, often the source of such attitudes, cost the U.S. economy up to $550 billion per year. Addressing this behavior is not just about getting a task done; it’s about protecting your entire team culture.

Why “That’s Not My Job” Is a Red Flag

This statement is rarely about the task itself. It often points to more significant, underlying problems that leaders must decode. Ignoring it allows disengagement to spread, creating a culture where minimum effort is the norm.

Here’s what this attitude truly signals:

  • Disengagement: Employees who feel disconnected from their work or the company's mission are more likely to stick strictly to their job descriptions. They lack the motivation to contribute to the bigger picture.
  • Lack of Psychological Safety: If employees fear that taking on extra work will lead to blame if something goes wrong, they will retreat to the safety of their defined roles. They won't risk stepping outside their comfort zone.
  • Feeling Overwhelmed or Undervalued: An employee might be at full capacity and see the extra task as the final straw. Or, they may feel their previous extra efforts went unnoticed, leading them to ask, "What's in it for me?"
  • Unclear Roles and Responsibilities: When job roles are poorly defined, employees may genuinely believe a task is not theirs to handle. This creates confusion and territorial behavior over responsibilities.

Strategies for Addressing the Attitude

When you hear those five words, your response is critical. Reacting with frustration will only build a bigger wall. Instead, use it as a chance to understand and realign the employee.

1. Stay Calm and Get Curious

Your immediate goal is to understand the "why" behind the refusal. Avoid a knee-jerk reaction. Instead, open a dialogue.

  • Poor Response: “Yes, it is. Just get it done.”
  • Better Response: “Help me understand what your concern is with this task.”

This shifts the dynamic from a command to a conversation. Ask open-ended questions to uncover the root cause. Is the employee overworked? Do they lack the necessary skills? Do they feel the task is a poor use of their time? The answer will guide your next steps.

2. Clarify Roles and Connect to the Mission

Sometimes, the issue is a simple lack of clarity. Employees need to see how their work, including occasional extra tasks, contributes to the team’s success.

  • Revisit Job Descriptions: Make sure job roles are clearly defined but also include a clause about supporting team needs and other duties as assigned. This sets an expectation of flexibility from the start.
  • Explain the ‘Why’: Don’t just assign a task; explain its importance. For instance, “I need your help with this report because your data analysis skills will ensure its accuracy, which is critical for our upcoming client presentation.”
  • Link to Team Goals: Frame the request in the context of shared success. "I know this isn't your usual work, but the team needs to hit this deadline, and your help would make a huge difference for all of us."

3. Foster a Culture of Collaboration

A “that’s not my job” mindset cannot survive in a strong team environment. Leaders must actively build a culture where helping colleagues is the norm.

  • Lead by Example: Be willing to roll up your sleeves and help with tasks outside your own job description. When your team sees you pitching in, they are more likely to do the same.
  • Recognize and Reward Teamwork: Publicly praise employees who step up to help others. This reinforces the value of collaboration. It could be a shout-out in a team meeting or a small bonus. When people feel seen for their extra effort, they are more likely to repeat the behavior.
  • Encourage Cross-Functional Projects: Create opportunities for employees from different departments to work together. This breaks down silos and helps team members appreciate each other’s roles and challenges.

Creating an Adaptable and Cooperative Workplace

Long-term prevention is more effective than short-term reaction. Building a resilient and cooperative team requires intentional effort.

Respect Boundaries While Encouraging Flexibility

Flexibility should not mean exploitation. Employees need to know that their core responsibilities are valued and that extra tasks are exceptions, not a permanent expansion of their duties.

  • Acknowledge the Extra Step: When you ask someone to stretch, explicitly state it. "I know this is outside your normal scope, and I appreciate you being flexible on this."
  • Offer Support: If the new task requires different skills, provide the necessary training or resources. This shows you are investing in their growth, not just using them for a task.
  • Monitor Workloads: Ensure you aren’t repeatedly asking the same person to take on extra work. This prevents burnout and feelings of being taken for granted. Distribute additional responsibilities fairly.