The Anti-Motivation Strategy

anti-motivaton

“I need to get motivated.”

You might want to rethink that.

Search “motivation at work” and you get the usual ManagementSpeak telling managers how to motivate workers — lots about engagement (again!) and carrots and sticks. Google “how to motivate yourself” and you get inspirational quotes and helpful lists. Okay as far as it goes, but it’s not the whole story.

We saw last time that we need inspiration to get going, and that our brains provide it with a shot of the hormone dopamine. But what the motivators don’t tell you is that dopamine can be too much of a good thing. The following is from Larry Howes — “lifestyle entrepreneur” and former arena football player and member of the USA men’s national handball team.[1]

“One of the most dangerous drugs an entrepreneur can become addicted to is motivation.

“I’ve heard far too many entrepreneurs say,  “I just need to get more motivated” in order to start a project or achieve a goal.  This usually means they’ll spend a few hours reading or listening to other people’s success instead of creating their own.

“This is how the motivation addiction begins.

“Don’t get me wrong – motivation is great.  It’s nature’s reward for achievement, but it can easily become your “drug” of choice if it’s misused.

“This may sound a little funny, but one of the best drug dealers in the world is your brain. Your brain is wired to release a shot of dopamine each time you … achieve goals, take risks, try something new. They’re all natural highs and designed to keep us coming back for more.

“It’s great to be goal driven and to have feelings of fulfillment following our achievements, but the moment we began wanting those feelings before doing the work we’re in HUGE trouble.”

The issue is dependence:  that motivated feeling isn’t easily summoned; reliance on it is dicey. Plus, dopamine acts like any addictive substance:  each successive time you reach for a shot, you need more than last time:

“Once again, there’s nothing wrong with motivation or learning from the success of others, but that moment we need the ‘reward feeling’ of motivation in order to get started, we’re in serious trouble.

“Not only does it take away from precious time you should spend working, it also means that you’ll need a higher dosage of motivation as time progresses.”

And don’t fall for the line that you can be anything you want, adds “journalist, author, and broadcaster” Leslie Garrett:  your brain will hurt you if you do, this time because of the “stress hormone” cortisol.[2]

“As long ago as the fourth century BCE, the Greek philosopher Aristotle celebrated the value of a meaningful goal when he coined the term eudaimonia (‘human flourishing’). The concept re‑emerged in the 16th-century Protestant concept of a ‘calling’. More recently, in the 1960s, a whole generation of young people brought up at the height of an economic boom began asking whether work could amount to more than just paying the bills. Couldn’t it have something to do with meaning and life, talents and passions?

“It was then that the episcopal clergyman Richard Bolles in California noticed people grappling with how to choose that special, meaningful career, and responded by publishing What Color is Your Parachute? (1970), which has sold more than 10 million copies, encouraging job‑hunters and career-changers to inventory their skills and talents. Bolles bristles at the suggestion that he’s telling people to be ‘anything’ they want to be. ‘I hate the phrase,’ he says. ‘We need to say to people: Go for your dreams. Figure out what it is you most like to do, and then let’s talk about how realistically you can find some of that, or most of that, but maybe not all of that.’

“The situation even endangers health. In 2007, psychologists from the US and Canada followed 81 university undergraduates for a semester and concluded that those persisting in unattainable goals had higher concentrations of cortisol, an inflammatory hormone associated with adverse medical outcomes….”

Ms. Garrett goes on to say that misguided career intentions throw you into the “ambition gap,” which is a nice segue into next week’s topic.

For more motivation bashing, you might enjoy a couple of my LinkedIn Pulse long posts:  The Anti-Motivation Strategy: Why All This Motivation Is Killing You and The Anti-Motivation Strategy: The One Thing You Need For High Performance (And It’s Not Motivation).

[1] “Why Motivation is Hurting your Productivity (And How to Fix It)” Forbes (Aug. 20, 2012). I tried to provide a link, but it wouldn’t work. Google “Larry Howes Forbes Why Motivation is Hurting your Productivity,” and the article will come up.

[2]You Can Do It, Baby! Our Culture Is Rich With Esteem-Boosting Platitudes For Young Dreamers, But The Assurances Are Dishonest And Dangerous,” Aeon Magazine (July 17, 2015)

Go For It!!

Inspiration. Motivation. Ambition. Similar words with different connotations. We’ll look at the impact of all three on loving your work, pursuing your passion, finding your true calling. First up:  inspiration.

Larry Smith is an economics professor at Waterloo University in Ontario, and a career inspiration meister. As of this writing, his combative, tongue-in-cheek TED Talk “Why You Will Fail to Have a Great Career” has been viewed 6.5 million times.

Larry Miller TED

Here’s the Amazon blurb for Prof. Smith’s book No Fears, No Excuses:  What You Need To Do To Have A Great Career:

Larry Miller Book“This book captures the best of his advice in a one-stop roadmap for your future. Showcasing his particular mix of tough love and bracing clarity, Smith itemizes all the excuses and worries that are holding you back—and deconstructs them brilliantly. After dismantling your hidden mental obstacles, he provides practical, step-by-step guidance on how to go about identifying and then pursuing your true passion. There’s no promising it will be easy, but the straight-talking, irrepressible Professor Smith buoys you with the inspiration necessary to stay the course.”

Scott Barry Kaufman is another inspiration meister, and his own weather system. His website says he’s a “psychologist at Barnard College, Columbia University, exploring the depths of human potential.” These are his books. He wrote the following in a Harvard Business Review article entitled “Why Inspiration Matters.”[1]

“In a culture obsessed with measuring talent and ability, we often overlook the important role of inspiration. Inspiration awakens us to new possibilities by allowing us to transcend our ordinary experiences and limitations. Inspiration propels a person from apathy to possibility, and transforms the way we perceive our own capabilities. Inspiration may sometimes be overlooked because of its elusive nature. Its history of being treated as supernatural or divine hasn’t helped the situation. But as recent research shows, inspiration can be activated, captured, and manipulated, and it has a major effect on important life outcomes.”

Sound like fun, doesn’t it? Inspiration throws off the restraints of normal and mundane, and replaces them with a world of new possibilities. No wonder it has a “history of being treated as supernatural or divine.” Truth is, the brain hormone dopamine is what’s behind all that punch and pizzazz. Dopamine makes the unreasonable, unlikely, and impossible worth doing. It’s the crowd chanting “go for it!” and the roar of approval when you wave the field goal unit back to the sideline. We get a rush of it when we bust out, try new things, take risks. George Bernard Shaw wrote the dopamine manifesto in his Maxims for Revolutionaries:

“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.”

I wrote the following about inspiration in another context:[2]

Reason only works in the bright light of hindsight, and by definition, new is what hasn’t yet been. Therefore reason doesn’t know anything about it, doesn’t understand it, can’t explain it, and definitely can’t trust it. If reason is going to create at all, it looks at where we are and how we got here, then projects its conclusions into the future, reverse engineering what worked in the past so we can do more of the same in the future.

We call people who operate that way realists.  They can cite facts, data, track records, past performance. We credit them with being more in touch with reality than daydreamers and visionaries. We trust them to not lead us astray.

Each of us has that realist’s voice inside us. Do something new? No way. It’s not reasonable.

Inspiration isn’t impressed. It wants idealists:  unreasonable people who don’t give a rip about reverse engineering. Inspiration buys what Einstein said about imagination being more powerful than knowledge. It pushes boundaries, asks us to believe what’s irrational, illogical, impossible, even irreverent and heretical.

Doing any of that is hard and unpleasant and of uncertain outcome, which is why we usually choose to be reasonable and adapt ourselves to the world. We keep our day jobs, hedge our bets, cut our losses, try to be prudent and practical…

And so status quo goes safely on, and we keep living our reasonable lives until one day inspiration comes along and turns us into unreasonable people who want the world to adapt itself to us, and who are prepared to give ourselves to the dangerous ways of mania to make that happen.

Inspiration wants response, not reason. It hooks our hearts, then reels us in. Inspiration isn’t just thrilling and fun, it’s also unrelenting, insisting, demanding… even violent if we leave it no other choice. If it weren’t, nothing creative would ever get started. Or finished.

Dopamine-powered inspiration will get you moving, alright, but we talked about “the dangerous ways of mania” in a prior post and will go there again next time, when we consider motivation.

[1] Harvard Business Review (Nov. 8, 2011).I tried to provide a link, but it wouldn’t work. Google “Harvard Business Review Scott Barry Kaufman Why Inspiration Matters” and it will come up.

[2] Life Beyond Reason:  A Memoir of Mania, available here as a free download.

Finding Your True Calling

The_Summoner_-_Ellesmere_Chaucer-300x282

The Summoner in Chaucer’s The Canterbury Tales,
Ellesmere MSS, circa 1400

According to the Online Etymology Dictionary, the notion of “calling” entered the English language around Chaucer’s time, originating from Old Norse kalla — “to cry loudly, summon in a loud voice; name, call by name.” A century and a half later, in the 1550’s, “calling” acquired the connotation of “vocation, profession, trade, occupation.” Meanwhile, “vocation” took on the meaning of “spiritual calling,” from Old French vocacio, meaning “call, consecration; calling, profession,” and Latin vocationem — “a calling, a being called” to “one’s occupation or profession.”

Put calling and vocation together, and you’ve got an appealing notion:  that you would be summoned by name to a specific occupation as a matter of divine destiny:  “Here, do this, it’s what you were born to do.”

What do you suppose are the odds? First, how many workers are there? The world today has about 7.7 billion people. A couple years ago, when there were about 7.2 billion, this comment string on Quora said that about 5.0 billion around the world had jobs.

Okay, that’s total jobs, but what about different jobs? Recruitor.com says there are 40,000 careers. Careerplanner.com puts the number at 12,000. The U.S. Bureau of Labor Statistics tracks 820+ occupations. Trade-schools.net zeroed in on 31 jobs in 2019 that fit “almost every type of person.” Flexjobs.com says there are 13 most common flex-work jobs. Thejobnetwork.com listed ten most popular jobs for 2018. Business Insider listed seven hot jobs for 2018 and 2019. And on it goes.

That’s not particularly helpful, so let’s just play with some numbers. Suppose those 40,000 different jobs were distributed among 5.0 billion workers. If every job is a called vocation, then each position represents 0.000008 of the total — eight in a million. That isn’t the same as the odds of it happening, but the chances seem pretty low, which we know from experience anyway.

No wonder Chaucer didn’t like the Summoner.[i]

Yet, despite the odds, we still hold onto the idea:

“Amy Wrzesniewski, a professor at Yale School of Management and a leading scholar on meaning at work, told me that she senses a great deal of anxiety among her students and clients. ‘They think their calling is under a rock,’ she said, ‘and that if they turn over enough rocks, they will find it.’ If they do not find their one true calling, she went on to say, they feel like something is missing from their lives and that they will never find a job that will satisfy them. And yet only about one third to one half of people whom researchers have surveyed see their work as a calling. Does that mean the rest will not find meaning and purpose in their careers?”

The Power of Meaning:  Crafting a Life That Matters, Emily Esfahani Smith

“[O]ne third to one half of people whom researchers have surveyed see their work as a calling.” Does that seem high to anyone else? Does that mean that “the rest [who] will not find meaning and purpose in their careers” should give up the dream and follow advice like the following?

It is much easier to suppress a first desire than to satisfy those that follow.  Benjamin Franklin

Freedom is not procured by a full enjoyment of what is desired, but by controlling the desire. Epictetus

The power of unfulfilled desires is the root of all man’s slavery. Paramahansa Yogananda

Maybe, but there’s a pervasive feeling among the Left Behind that they’re missing out big time. For them, cognitive neuroscientist Christian Jarrett offers some perspective from academic research:

  • There’s a difference between a harmonious and obsessive calling. The former gives you vitality, better work performance, flow, and positive mood. The latter is also energizing, but leads to anxiety and burnout.
  • As the quote above said, it’s better not to have a calling than to have one and let it go unanswered.
  • The work you already do might become a calling if you invest enough in it. But that doesn’t mean you should just Grit it out — so says U of Penn psychologist Angela Duckworth, who wrote the book on the topic. Don’t sit and wait for revelation, she says, instead get out and take on some new challenges, and besides, you might find your source of energy and determination elsewhere than in your job.

For more help, this Forbes article provides a daunting list of twelve things it takes to have a calling and not just a job. The writer also says this:

“Years ago, I read a very thought-provoking article by Michael Lewis … about the difference between a calling and a job. He had some powerful insights. What struck me most were two intriguing concepts:

‘There’s a direct relationship between risk and reward. A fantastically rewarding career usually requires you to take fantastic risks.’

‘A calling is an activity that you find so compelling that you wind up organizing your entire self around it — often to the detriment of your life outside of it.’”

Ah… now I think we might be onto something. We’ll explore Lewis’s ideas further next time.

[i] A SUMMONER was there with us in that place/ That had a fire-red cherubinnè’s face/ For saucèfleme he was with eyen narrow/ And hot he was and lecherous as a sparrow./  With scal èd browès black, and pilèd beard,/ Of his viság è children were afeared./ There n’as quicksilver, litharge nor brimstone,/ was no Boras, ceruse, nor oil of tartar none,/ Nor ointèment that wouldè cleanse and bite/ That him might helpèn of his whelkès white,/ Nor of the knobbès sitting on his cheeks./ Well loved he garlic, onion and eke leeks. / And for to drinkèn strong wine red as blood;/ Then would he speak and cry as he were wood.

Working With Passion [2]

I’m wild again
Beguiled again
A simpering, whimpering child again
Bewitched, bothered and bewildered am I.

From the Broadway show “Pal Joey,”
Rodgers and Hart

(Click here or on the image below to treat yourself to the silken sound of Ella Fitzgerald.)

Ella Fitzgerald

The ManagementSpeak argument for working with passion is that disengagement is expensive and risky:  it compromises products and services, generates client and customer dissatisfaction, stirs up co-worker resentment and mistrust, impairs leadership judgment, exposes the firm and the people in it to ethical and legal hazards.

The Compassionate ManagementSpeak (if there is such a thing) argument is that disengagement wears down human beings: it makes us unhappy and unproductive at work, and sours the rest of life.

The Working With Passion Remedy is that we need to fall in love again — with work, to be sure, but if we do, we’ll probably also fall in love again with being alive. The company wins, and so do the people in it.

jokerTrouble is, there’s a joker in the deck:  the part about love. Love involves an unpredictable mix of brain and body hormones that generate its familiar delights and dark sides. This article from Harvard[1] catalogues the hormonal progression from lust to love to long-term bonding:  testosterone, estrogen, vasopressin, dopamine, norepinephrine, serotonin, oxytocin. The dynamic blend of these volatile hormones accounts for both delight and disaster. Not only that, but falling in love can “turn off regions in our brain that regulate critical thinking, self-awareness, and rational behavior, including parts of the prefrontal cortex. In short, love makes us dumb.”

The Dark Side of Dumb includes addiction and bipolar disorder — both of which involve a condition known as “mania.” According to the Mayo Clinic, mania is characterized by:

  • Feeling abnormally upbeat, jumpy or wired.
  • Increased activity, energy or agitation.
  • Exaggerated sense of well-being and self-confidence (euphoria).
  • Decreased need for sleep.[2]

There’s more, but if we’re desperate, just that much makes us think what’s not to like? It sure beats the usual drudge. What have we got to lose?

A lot, actually. Passion turns us into high risk takers at best, delusional risk takers at worst. We go to a workshop (like the ones I used to lead), we take a vacation, go on a retreat, read a self-help bestseller… and we get a hormonal jolt of inspiration. It feels good — way better than business as usual, in fact so good that no amount of warning (I also gave plenty of those in my workshops) can deter us from taking the plunge.

I’ve done it myself:  I was in the grip of it when I made my bumbling exit out of law practice. I wrote a book about that experience, and here’s what I said about mania:

When we’re in [a state of mania], life has a heightened sense of meaning and purpose, serendipity and synchronicity rule the day, and everything in and around us is an amazing unified oneness – perfect, whole, and complete. It’s the place where auspicious connections are easily made, where imagination makes visions and dreams come true.

Neuroscientists locate that state of mind in the brain’s prefrontal cortex. That’s where the brain tells us all is well, where all of our perceptions come together into a meaningful whole, in a happy stew of the right hormones and chemicals in the right balance to make us feel really, really good.

Compare that to the opposite state of depression, where all is disjointed, fragmented, without meaning or purpose, where social bonds are severed and life is a random walk of disintegration, where the most basic life activities are burdensome, and fruitfulness is a pipedream.

But watch out, the neuroscientists tell us:  you can have too much of a good thing. Get the wrong mix in your neurotransmitter soup, and your natural high can be replaced with delusion, hallucinations, paranoia, schizophrenia, obsessive compulsive disorder, Tourette’s Disease, addictions.

Not the prettiest list.

That’s why mania is plutonium for the for human soul:  powerful almost beyond measure, equally suited to creation or destruction, and tricky to control once we let it loose. But dark side or not, mania is why we dream big dreams, and the bigger they are, the more mania we need. If we want to make our dreams come true, we risk mania’s dark side.

atomic bomb

“Mania is plutonium for the human soul.”

Love risks mania, so does working with passion. Both create, both destroy. That doesn’t mean don’t go there, just keep your eyes open if you do. I don’t regret my personal Working With Passion Remedy, you might not regret yours either.

But then again, you might. And now you’ve been warned.

You also hear about finding your calling or purpose in your work as a cure for the disengagement blues. We’ll talk about that next time.

Layout 1

I tell my mania story in Life Beyond Reason:  A Memoir of Mania. It’s available as a free download here, or you can get it inexpensively in print or digitally from Amazon here. I’m currently writing a sequel about how I’ve been learning to make mania safe and sustainable.

[1]Love, Actually: The Science Behind Lust, Attraction, And Companionship,” Katherine Wu, Harvard Graduate School of Arts and Sciences website ( Feb. 14, 2017).

[2] For more on mania, see also this article from Psych Central.

Working With Passion

work with passion steve jobs

Hmmm… love… passion… Happy Valentine’s Day!

Now back to work.

Is there really such a thing as loving your work/working with passion? Yes.

What does it mean, to work with passion? I don’t have a good definition, but you know when you’ve got it.

And it certainly isn’t what ManagementSpeak calls “engagement.”

work with passion

Google “work engagement,” and you get a truly stunning number and variety of results, many of which are monotonously unoriginal and insultingly obvious, and some of which are just plain scary. Consider this article from “OSH WIKI,” sponsored by the EU version of OSHA[1]:

“Work engagement is defined as positive behaviour or a positive state of mind at work that leads to positive work-related outcomes. Employees with high levels of work engagement are energetic and dedicated to their work and immersed to their work.”

We’ll ignore the redundancy and wayward preposition for a moment and notice all the strong adjectives:  positive, energetic, dedicated, immersed. No issues there. Wikipedia adds a few more:

“Work engagement is the ‘harnessing of organization member’s selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances. Three aspects of work motivation are cognitive, emotional and physical engagement.’”[2]

Okay, got it:  when you’re engaged at work, you’re “physically, cognitively, emotionally and mentally” all there. Hard to argue with that. But then you also need to be “harnessed” to your “work role,” with the ultimate objectives of “role performance” and “work-related outcomes.”

Um, no thanks. I’m pretty sure I’m busy that night. The robots can handle it while I’m out.

Thus far, we only have descriptions of what it’s like when you are engaged.  But how do you get there in the first place? That would seem to be where “passion” comes in. But where does that come from? Maybe we’ll find some clues in an article with a catchy title:  Is Your Colleague A Zombie Worker?

“They walk among us, dead-eyed, with heavy tread. They are the colleague sagging at the coffee machine, the project manager staring out of the window. Meet the zombie workforce: an army of employees who’re failing to find inspiration at work.

“There are more of these ‘working dead’ than you might imagine. According to a recent study by Aon Hewitt, less than one-quarter of the world’s employees are classified as ‘highly’ engaged in their jobs, while only 39% admit to being ‘moderately’ so.

“This leaves an awful lot of the 5 million people Aon surveyed ‘unengaged’, which the more gruesome-minded of us might take to mean ‘haunting office corridors like reanimated corpses’ where once they might have been valuable staff members, full of life and great ideas.”

We all know people like that. We might be that ourselves:  according to the research, look left and look right, and two of you don’t have a pulse. The working dead can’t find the “inspiration at work” they need. Hence no passion.

How do we wake the dead?

I met the world of working dead lawyers right after the Great Recession of 2007-2008. In a stroke of exquisitely bad timing, I left my law practice to start a new venture at the start of 2007. The project bombed, and I was at loose ends. I attended a bar association career change/job search meeting where we did one of those speed-dating things where you meet everybody. It was an eye-opener. Here were all these amazing people — bright, personable, articulate, with wide interests and a desire to serve — but they didn’t see themselves that way. Instead, they saw themselves as victims, helpless, hopeless.

I raced home and sketched out a workshop to help them discover who they really were. I’d never done a workshop like that before, but the ideas poured in, and I wrote them down in a white heat. A couple hours later, I fired off a proposal to the bar association. Weeks later I got an email:  “How’d you like to do your program over lunch next Tuesday? We’ll provide the pizza.” They put a blurb in a monthly newsletter, and 40 people showed up. I’ll never forget standing in front and looking into 40 pairs of empty eyes. The lights were on but nobody was home — or in some cases, the lights weren’t even on, and apparently hadn’t been for a long time.

The workshop morphed into a travelling Continuing Legal Education road show. The promoter called it “Beyond Burnout:  Find Your Passion in the Law,” but then quickly added “Or Out of the Law.” Best intentions aside, most attendees wanted out. Of the hundreds of heartfelt evaluations I collected, the following was by far in the minority:

“I knew I was fairly happy in my career, but I took this CLE because it sounded more interesting than the traditional practice area CLE’s. In working through the exercises, I met some amazing people and realized just how truly blessed I am to be currently working in a job that I love. This workshop got me excited to build my business to an even bigger level – it reignited the passion!”

“Reignited” meant the writer had the passion, and knew it. I said earlier you know it if you’ve got it. Next time, we’ll talk about what that feels like — kinda like falling in love, actually.

[1] In its defense, OSH is in the business of making sure workers are engaged at leaqst enough not tyo hurt themselves or others — a pretty low standard when it comes to passion. Here’s its mission:  “OSHwiki has been developed by EU-OSHA, to enable the sharing of occupational safety and health (OSH) knowledge, information and best practices, in order to support government, industry and employee organisations in ensuring safety and health at the workplace.”

[2] Quoting a 1990 Academy of Management Journal article.

Work Less, Do More

may basketAnybody else remember May Day baskets? You made a little basket, put dandelions  or candy in it, left it at the door of the girl next door’s house, rang the doorbell and ran away. If she heard, she was obligated to chase you and give you a kiss if she caught you. (That never happened.)

Hey c’mon… winters were long in Minnesota….

On May Day 1926, Henry Ford gave his factory floor workers the ultimate May Day basket: the 40-hour work week, all the way down from 60 hours. Ford’s office workers got their reduced work week three months later.

Ford was progressive, and then some. Twelve years earlier, he’d given them another surprise:  a raise from $2.34 per day all the way up to $5.00.[1] You had to love the man, and they did. Little wonder that productivity skyrocketed. Ford’s employees were working lees, doing more, and now they could also afford to buy his cars — although only with prior approval from Ford’s Sociological Dept, which looked after workers’ personal, home, family, and financial health.

model a

We’ve been living with Ford’s 40-hour work week for 93 years now. Some people think maybe it’s time for an upgrade — they suggest a four-day work week.

“This position is backed up by Academic research. Multiple studies support the view that a shorter working week would make people happier and more productive, while OECD figures show that countries with a culture of long working hours often score poorly for productivity and GDP per hour worked.

“Meanwhile, one company in New Zealand that trialed a four-day working week last year confirmed it would adopt the measure on a permanent basis.[2]

“Academics who studied the trial reported lower stress levels, higher levels of job satisfaction and an improved sense of work-life balance. Critically, they also say workers were 20% more productive.

“Three-day weekend, anyone?”

From this article about a presentation on the four-day work week at the recent World Economic Forum conclave in Davos, Switzerland.

Another WEF article indicates that research reveals an inverse relationship between hours worked (units of input) and productivity (units of output). The extra day off per week raises employee morale, improves health and wellbeing, and yes, raises productivity. And although some jobs really need to be staffed more days per week. that’s readily addressed through job-sharing.

It seems intuitive, doesn’t it, that happier, better rested workers will do more, and probably do it better, in less time? Not everyone is so easily convinced — here’s a sample of articles that do their journalistic best to present both upsides and downsides, while barely concealing an overall thumbs up: Wired, Huffington Post, Stuff.

From what I can tell from a review of those articles and several others like them, the dividing line between pro and con seems to be how comfortable corporate managers and politicos are with the word “progressive.” The New Zealand Guardian Trust Company is the one that took the four-day plunge, and these days New Zealand is floating on a progressive tide — see these articles: Business Insider, Business Insider, The Independent.:

Next time, we’ll start looking at some other common advice about how to improve the workplace, such as finding your true calling/vocation, getting a sense of meaning and purpose in your work, following your dreams, doing what you love, etc. Good advice? Bad advice? We’ll look into it.

[1] That was for the male workers; the females got the same raise two years later.

[2] These are the researchers who conducted the New Zealand pilot.

The Lonely Worker

lonely office

In four years, my law firm went from me and my laptop to $800,000 and climbing, and suddenly we were twelve of us in newly decked out offices complete with $100,000 in telecommunications and electronics upgrades.

Obviously we’d hit a sweet spot, and we were having fun. We laughed a lot. We ate together, visited each other’s homes. We took firm ski days and watched the Rockies at Coors Field. We had crazy non-policies like “take as much vacation as you need to come to work refreshed.” We had the coolest Christmas event ever. And we did kick-ass legal work.

But then the numbers got bigger and I got serious. An accountant said our vacation policy was unsustainable — we needed one, in a real live employee manual. I wrote one but never had the heart to show it to anyone. We sat in meetings with consultants formulating heartless strategic plans we all ignored. We had an employee retreat that was just plain weird.

The worst thing I took seriously was myself. I totally blew the lesson basketball Hall-of-Famer and Orlando Magic founder Pat William put in the title of his book Humility:  The Secret Ingredient of Success. Time and chance had favored us — I’d stumbled  into doing the right thing in the right place at the right time. Work had often been a rollicking, happy social occasion. But then I decided I must  have been responsible for it, and paved Paradise, put up a parking lot, and didn’t know what we had ‘til it was gone.

We’d been in our new offices one week. My wife and I had flown  back the day before from a cushy five-day CLE at a resort in San Diego, and I was heading out to visit our new satellite office when the phone rang. It was the associate-soon-to-be-partner  we’d put in charge. “There’s something going on you need to know about,” he said.

The date was September 11th. The second plane had just hit the second tower.

Our clients — mostly small businesses — got hammered in the mini-recession that followed. As a result, so did we. I sought advice from two Denver law firm icons. They were sympathetic — they’d done that, too — expanded too much too quickly and paid for it in a downturn. A couple other people said you have to let people go — I followed their advice and let one person go — a move I mourn to this day. That’s when I decided we’ll survive or go down, but we’re doing it together.

We limped along until January 2004, when the new leader of our major referral source called to say they were “moving in a new direction” and March 31st would be the date we were officially toast. For the next three months I wrote job recommendations, we gave people their furniture and computers, sold the rest, archived files….

When I went to the office on April 1st (April Fool’s Day), the place echoed. I’d never felt so lonely in my life. Rotten timing, victim of circumstance, happens to everyone… yeah maybe, but all I could think was I miss my friends.

We don’t usually associate loneliness with work. We ought to, says Emily Esfahani-Smith in her book The Power of Meaning:  Crafting a Life That Matters. She cites findings that 20% consider loneliness a “major source of unhappiness in their lives,” that 1/3 of Americans 45 of older say they’re lonely, and that close relationships at work are a major source of meaning. Former Surgeon General Vivek Murphy agrees and then some:

“There is good reason to be concerned about social connection in our current world. Loneliness is a growing health epidemic.

“Today, over 40% of adults in America report feeling lonely, and research suggests that the real number may well be higher.

“In the workplace, many employees — and half of CEOs — report feeling lonely in their roles.

“At work, loneliness reduces task performance, limits creativity, and impairs other aspects of executive function such as reasoning and decision making. For our health and our work, it is imperative that we address the loneliness epidemic quickly.

“And even working at an office doesn’t guarantee meaningful connections: People sit in an office full of coworkers, even in open-plan workspaces, but everyone is staring at a computer or attending task-oriented meetings where opportunities to connect on a human level are scarce.

“Happy hours, coffee breaks, and team-building exercises are designed to build connections between colleagues, but do they really help people develop deep relationships? On average, we spend more waking hours with our coworkers than we do with our families. But do they know what we really care about? Do they understand our values? Do they share in our triumphs and pains?

“These aren’t just rhetorical questions; from a biological perspective, we evolved to be social creatures. Over thousands of years, the value of social connection has become baked into our nervous system such that the absence of such a protective force creates a stress state in the body.”

Work And The Loneliness Epidemic: Reducing Isolation At Work Is Good For Business, Harvard Business Review (2017)

He offers these remedies:

  • Evaluate the current state of connections in your workplace.
  • Build understanding of high-quality relationships.
  • Make strengthening social connections a strategic priority in your organization.
  • Create opportunities to learn about your colleagues’ personal lives.

And, he might have added, you might want to rethink your stingy vacation policy.

For more, see Work Loneliness and Employee Performance, Academy of Management Proceedings (2011).

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