Every employee has a case of “that’s not my job.” For some employees, it’s not a serious condition. There are occasional flare-ups, especially during the busiest seasons of the year, but they’re on top of the condition. But for some employees, it can be severe. It impacts their work-life balance, is bad for company health, and tends to have side-effects of extreme lethargy and apathy.

When “that’s not my job” sweeps through the office, things start to slip through the cracks. A long-standing customer issue won’t be resolved for several more months. Confusion over legacy products can infect the marketing department and clog up the sales pipeline. Email threads grind to a halt. Simple but tedious problems get bounced around because it’s easier to forward an issue than it is to solve an issue. And just like a medical professional, you have to treat the problem, mitigate the symptoms, and find patient zero.

How can you start curing “that’s not my job?”

Unfortunately, it’s probably a permanent condition. Employees of medium- to large-sized businesses are rarely stakeholders. They’re in the office to do their job and get paid. Any innovation or extra responsibilities need to be compensated, and that’s perfectly alright.

Instead of incentivizing employees to take on additional tasks and to step outside of their nominal responsibilities, use a smarter structure to find where those specific frameworks start to break down. Here’s how a CRM can help:

Problems are always someone’s problem.

An acute symptom of “that’s not my job” is “that’s not my problem.” Wipe that out by ensuring ticket changes always end on an actionable statement. If a customer service representative opens up a ticket because a customer wants to negotiate their pricing, they need to be able to send it to sales and relinquish the ticket. Older model CRMs place default responsibility for handling a ticket on the creator, even when the scope of the problem is out of their hands.

The right CRM should also let you and other managers track the history of tickets or new accounts. You can create workflows that ensure each new item follows through the requisite steps or see where communications fell apart.

You can diagnose organizational health.

Interdepartmental communication is a problem, and a great deal of the friction is because everyone is using different tools. The Legal department has contract building software. The different sections of Finance are communicating through journal entries and by seeing the histories in Oracle. Even when different departments are using the same tools to talk, such as email, there’s no way to monitor if problems are actually getting solved or not.

A CRM isn’t just a standard communication tool on top of an interdepartmental workflow. It’s both. So you can:

• See when messages are going unanswered. Sitting on a ticket is one of the most common problems in escalated or time-sensitive situations. A CRM lets you both run a report to see where bottlenecks are happening and dive right in to solving the problem.

• Assign specific tasks to individuals. You need to have transparent rules for who is assigned what work. Departments also need to know what people inside their team is working on so work isn’t duplicated or ignored. A CRM lets everyone involved in a project or deal know who is handling the different parts. Transparency also helps stop resentment or concerns about unequal work from building up.

Ultimately, CRMs are designed to help drive business and profitability. But it’s not always about pushing a deal to the finish line or getting a ticket closed as quickly as possible. Your business tools also have to help foster communication and fairness while showing who has primary responsibility for a pending task.

Because that’s not your job. That’s the CRM’s. Go to MaaS Pros to schedule a live demo here. We can help you find the right structure and systems to clear out all those old symptoms and build a healthier pipeline.