The quest for indispensability at work often leads to a paradoxical professional dead-end. It’s a widespread misconception that being indispensable makes your position secure. However, the harsh truth is that everyone is replaceable. While it’s important to be a valuable asset to your team and organization, aiming for indispensability can actually be counterproductive.

Modern day organizations must be agile, making staffing decisions based on shifting needs, not individual indispensability. Even the most essential employee’s role is subject to the dynamic nature of business. After all, if an unexpected or tragic event were to occur — metaphorically speaking, the dreaded “big red bus” scenario — companies are designed to continue operations, with or without any single individual.

Put simply: They’ll find a way to carry on no matter what happens to you.

Acknowledging our dispensability doesn’t mean we make ourselves disposable.Yes, you’re dispensable (we all are), but you’re not easily dispensable.

My motto is: Be the best, but not the only.

The aim should be to make a significant impact—one that is felt and appreciated, but not to the extent that it stifles our own growth or the organization’s ability to adapt. Be excellent in your job… be the best! But not to the point where the thought of your advancement or departure paralyzes your team or organization.

The danger of striving to be indispensable lies in becoming pigeonholed. When you become the sole source of knowledge or the only one capable of performing certain mission-critical tasks, you inadvertently create a dependency that can limit your opportunities for advancement. Leaders may hesitate to promote you, fearing the gap you would leave behind.

And should something horrible happen, you don’t want people calling you in the hospital begging you to work from your death bed!

Instead of aiming to be the only person who can fulfill a role, focus on being the best at it while fostering a culture of knowledge-sharing and collaboration. Ensure that your skills and responsibilities are transferable and that others are prepared to step in if and when needed. By doing so, you become a leader who empowers others, which is a critical trait for value-add employees.

When you’re not there, your absence should be felt, but your team should also be able to continue (albeit not as comfortably as when you are there). This approach not only demonstrates your competence but also your commitment to the organization’s resilience.

In essence, the goal is to achieve excellence without exclusivity. Be someone who adds significant value, but also someone who prepares the organization for continuity. By doing so, you’ll be able to advance with the support of your team and leader, even if they’d prefer you to stay.