In a growing company, five unusual colleagues worked together. They weren’t known by job titles or departments. Instead, people called them Everybody, Somebody, Anybody, Someone, and Nobody.
They worked in the same office, shared the same goals, and were trusted with the same responsibilities—but their attitudes toward work were very different.
Everybody — The Shared Promise
Everybody was friendly and well-liked.
He believed teamwork meant shared responsibility.
“This task belongs to all of us,” Everybody often said. “Together, we’ll make it happen.”
But Everybody had a habit—he assumed that because the job belonged to all, someone else would surely do it.
Somebody — The Assumer
Somebody was confident and outspoken.
“This task is important,” Somebody said. “I’m sure Somebody will take care of it.”
The problem was, Somebody always meant another somebody—not himself.
He believed leadership existed somewhere else in the room.
Anybody — The Willing One
Anybody was capable, skilled, and flexible.
“I can do it if needed,” Anybody said often.
But because nobody asked directly, Anybody waited.
He believed stepping in without invitation might seem rude.
Someone — The Invisible Expectation
Someone was rarely seen, yet always mentioned.
“Someone should follow up with the client.”
“Someone should submit the report.”
“Someone must fix the issue.”
Everyone trusted that Someone existed—and that Someone was responsible.
But Someone was never clearly assigned.
Nobody — The Silent Result
And then there was Nobody.
Nobody didn’t speak.
Nobody didn’t act.
When deadlines were missed, errors appeared, or opportunities were lost, the truth became clear:
Nobody had done the work.
The Turning Point
One day, a major project failed.
The team gathered in the meeting room, disappointed and confused.
Everybody asked, “How did this happen?”
Somebody replied, “I thought Somebody else was handling it.”
Anybody said, “I could have done it, but no one asked.”
Someone was mentioned again—but never found.
And once more, the answer stood silently in the room:
Nobody took responsibility.
The Lesson Learned
The manager stood up and spoke calmly:
“This company doesn’t fail because of lack of talent.
It fails when responsibility has no name.”
She then changed one simple rule:
Every task must belong to a person, not to a hope.
The New Arrangement
The next project began differently:
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Everybody supported the goal—but tasks were clearly assigned.
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Somebody stepped forward and owned specific responsibilities.
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Anybody was invited and encouraged to contribute.
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Someone was replaced with a real name and a deadline.
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Nobody no longer had a role—because accountability filled the room.
The Result
The project succeeded.
The team felt proud.
The workplace felt respectful and peaceful.
They learned that good manners at work mean clarity, honesty, and ownership.
Final Message to Readers
In life and in work:
If Everybody is responsible, Nobody will act.
When Somebody takes ownership, progress begins.
When Anybody is invited, talent grows.
When Someone is clearly named, confusion disappears.
And when responsibility has a face, success follows.
Be the one who steps forward—not because you were told, but because you care.
/@#Jinkspire
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