, ,

Tiny Moments Matter: Lessons from Zach Mercurio

, ,

In this episode of Meaningful Work Matters, host Andrew sits down with Zach Mercurio, a researcher and expert in the psychology of mattering at work. As a Research and Teaching Fellow in Colorado State University's Department of Psychology's Center for Meaning and Purpose, Mercurio brings both academic rigor and practical wisdom to the conversation, drawn from his extensive work with organizations worldwide.

What makes Mercurio's work particularly valuable is his unique position as a "pracademic" – someone who bridges the gap between research and real-world application.

His insights come not just from theoretical understanding, but from hands-on experience helping organizations like American Express, the U.S. Army, and Delta Airlines create cultures where people feel truly significant.

The Mattering Instinct: A Survival Need

At the heart of Mercurio's research is a profound truth about human nature: mattering is an instinct as basic as survival itself. He shares a touching personal story about the moment his first son was born, watching as the newborn reached up and grasped his finger with surprising strength. Scientists call this the grasp reflex, one of several innate behaviors that newborns exhibit from their first moments of life. As Mercurio explains,

"The first thing we do as human beings is search to matter to someone enough to keep us alive... You would not be listening to this podcast if at some point in your life you did not procure mattering to another person enough to keep you alive."

This primitive survival instinct evolves throughout our lives into a sophisticated psychological need. We develop an ongoing desire to be cared for, seen, and heard by others. We seek validation that we are valued members of our communities and that our presence makes a difference. This evolution from basic survival instinct to complex psychological need helps explain why feeling significant becomes so crucial in our work lives – it's woven into the very fabric of our human experience.

Understanding Mattering in Practice

Mercurio's research reveals three essential components that leaders must address to create a culture of mattering:

1. Feeling Noticed

Being noticed goes beyond simple recognition. As Mercurio explains, "I can know you, but not notice that you're suffering." True noticing requires deliberate attention to the ebbs and flows of people's lives and responding with meaningful action.

One leader Mercurio studied kept a simple notebook where she wrote down personal details about team members' lives each Friday, reviewing it Monday morning to check in on specific concerns or life events. This practice led to exceptional team engagement and loyalty.

2. Feeling Affirmed

Mercurio distinguishes between three important concepts:

  • Appreciation: Showing gratitude for who someone is

  • Recognition: Acknowledging what someone does

  • Affirmation: Showing specific evidence of someone's unique significance

3. Feeling Needed

When people feel replaceable, they tend to act replaceable. Mercurio shares that some of the most powerful words a leader can say are: "If it wasn't for you, this wouldn't be possible."

The Dark Side: Anti-Mattering

While much attention is paid to the positive effects of mattering, Mercurio also explores its shadow side through the concept of "anti-mattering" – the experience of feeling invisible or insignificant. This phenomenon, studied by researcher Gordon Flett at York University, carries as powerful a charge as mattering itself, but in the opposite direction. Like antimatter in physics, which possesses an inverse powerful charge to matter, the experience of anti-mattering can have profound negative effects on individuals and organizations.

When people don't feel they matter, their responses typically manifest in one of two ways. Some individuals retreat into withdrawal, choosing to isolate themselves, withhold their contributions, or ultimately leave their organizations entirely. This withdrawal can be seen as a form of self-protection – if one's contributions aren't valued, why continue to offer them?

Others respond to anti-mattering through what Mercurio calls "acts of desperation." These individuals might engage in complaining, blaming, or gossiping – behaviors that Mercurio suggests are often misinterpreted as personality problems rather than symptoms of a deeper organizational issue. He points to research showing that workplace gossip, for instance, is frequently predicted by psychological contract violations, such as lack of fair treatment or respect from supervisors.

"If I don't matter to someone else," Mercurio explains, "I'm going to find somebody who will listen to me."

This understanding of anti-mattering challenges leaders to look beyond surface-level behavioral issues. Instead of asking "What's wrong with this person?" Mercurio encourages leaders to ask, "What's wrong with the environment?" Often, he notes, the employees labeled as "difficult" are actually the ones feeling most unseen and undervalued in the organization.

Creating a Culture of Mattering

Mercurio emphasizes that mattering isn't just about individual leadership behaviors – it's a systems issue that requires organizational commitment.

He shares the success story of American Express Global Business Travel, which saw a 50% reduction in attrition over eight months after implementing a comprehensive mattering initiative.

Key organizational strategies include:

Making Mattering Behaviors Possible
  • Creating time and space for human connection
  • Removing barriers to meaningful interaction
  • Building systems that support relationship-building
Making Mattering Behaviors Inevitable
  • Training leaders in specific mattering practices
  • Measuring and evaluating mattering behaviors
  • Creating accountability for fostering significance

Making Mattering Behaviors Possible

  • Creating time and space for human connection

  • Removing barriers to meaningful interaction

  • Building systems that support relationship-building

Making Mattering Behaviors Inevitable

  • Training leaders in specific mattering practices

  • Measuring and evaluating mattering behaviors

  • Creating accountability for fostering significance

Practical Applications for Leaders

Mercurio offers several concrete practices leaders can implement immediately:

  • Practice Intentional Noticing

    • Keep notes about team members' personal situations

    • Follow up on previous conversations

    • Pay attention to changes in behavior or engagement

  • Provide Specific Affirmation

    • Move beyond generic praise

    • Connect individual actions to meaningful impact

    • Highlight unique contributions

  • Demonstrate Essential Value

    • Clearly communicate how each person is relied upon

    • Share specific examples of indispensable contributions

    • Use language that reinforces necessity: "Because of you..."

Connections to Broader Social Movements

Mercurio draws fascinating parallels between the concept of mattering and recent workplace phenomena. He notes that both the Great Resignation and Quiet Quitting can be understood through the lens of mattering - or more precisely, its absence.

In August 2023, more workers went on strike than at any point in the 21st century, which Mercurio sees as "mattering in disguise" - a collective expression of feeling unseen and undervalued.

These movements reflect what Mercurio calls "the language of the unheard," reminding us of Dr. Martin Luther King Jr.'s observation that "protest is the language of the unheard." This perspective helps reframe workplace challenges not as individual behavioral issues, but as systemic responses to environments where people don't feel significant.

Future Directions: The Evolution of Mattering

Looking ahead, Mercurio sees mattering becoming increasingly crucial as workplace choice expands.

His upcoming book, "The Power of Mattering: How Leaders Can Create a Culture of Significance" (May 2025), promises to provide a comprehensive framework for building organizations where everyone feels significant.

The book will explore how leaders can scale mattering practices across entire organizations, making them part of the cultural DNA rather than isolated initiatives.

Key Takeaways

  1. Mattering is not just a psychological need but a survival instinct that evolves throughout our lives

  2. Anti-mattering manifests in predictable ways - either through withdrawal or desperate attempts to be seen

  3. Creating cultures of mattering requires systematic approaches, not just individual leadership behaviors

  4. Simple practices like intentional noticing and specific affirmation can have profound impacts on people's sense of significance

Final Thoughts

In a world where 30% of workers feel invisible and 65% feel under-appreciated, Mercurio's research offers hope and practical direction. By understanding mattering as a fundamental human need and implementing systematic approaches to foster it, leaders can create environments where people thrive, contribute meaningfully, and feel truly significant.

As Mercurio powerfully concludes:

"It's very difficult for anything to matter to someone who doesn't first believe that they matter."

Resources for Further Exploration

Work Devotion, Identity Armor, and The Myth of Agency: Lessons from Carrie Oelberger

When we think about meaningful work, we often focus on its benefits - greater engagement, improved performance, and enhanced well-being. But what happens when work becomes too meaningful?

In this episode of Meaningful Work Matters, Andrew speaks with Carrie Oelberger, Associate Professor at the University of Minnesota's Humphrey School of Public Affairs and McKnight Land Grant Professor, about the complexities and potential pitfalls of deeply meaningful work.

After spending a decade working in grassroots education development in Tanzania, Dr. Oelberger earned her PhD in Organization Studies from Stanford University. Now, she bridges theory and practice by consulting with philanthropic foundations and prosocial organizations while conducting groundbreaking research on meaningful work.

Understanding the Paths to Meaningful Work

Oelberger begins by introducing two distinct paths through which work becomes meaningful: self-actualization and self-transcendence.

Self-actualization focuses on personal growth and development, while self-transcendence involves contributing to something larger than ourselves.

"Ever since I was a teenager, I was interested in trying to leave the world a slightly better place than I found it, even in small, little, micro ways."

While both paths can lead to meaningful work, Oelberger's research suggests that when both are present, work can become particularly meaningful – and potentially problematic.

The Myth of "One Size Fits All"

A key insight from Oelberger's research is that there's no universal formula for meaningful work.

Her studies have identified several key factors that influence how individuals experience meaning:

  • Intrinsic factors (learning, personal growth)

  • Extrinsic factors (rewards, benefits)

  • Relational factors (working with others)

  • Pro-social factors (impact on others)

Surprisingly, even in nonprofit and social impact sectors, pro-social motivations often rank third or fourth in importance, after intrinsic and extrinsic factors.

This challenges the common assumption that everyone in these sectors is primarily motivated by altruism.

The Dark Side: Boundary Inhibition

Perhaps the most striking finding from Oelberger's research is the concept of "boundary inhibition" – where meaningful work can actually erode personal relationships and well-being.

This manifests in three key ways:

Time-based conflict:

When individuals voluntarily spend excessive time at work, leaving less time for personal relationships and activities.

Trust-based conflict:

When work devotion leads to unreliability in personal commitments.

Connection-based conflict:

When emotional investment in work creates disconnection in personal relationships.

Interestingly, these conflicts are often less problematic when both partners in a relationship share similar levels of work devotion – what Oelberger terms "occupational value homophily".

The Identity Armor Effect

Oelberger's latest research reveals another fascinating phenomenon: how meaningful work can become a form of "identity armor," particularly among single individuals in demanding fields like international aid.

When work becomes central to one's identity, the prospect of scaling back – even to pursue desired personal goals like finding a partner – can trigger an existential crisis.

Intersectional Impact: When Identity Shapes Experience

Oelberger's research reveals that the challenges of meaningful work are not experienced uniformly across different identities and contexts.

This is particularly evident in international aid work, where personal and professional trade-offs can vary significantly based on gender, sexual orientation, and cultural context.

"Women were five times more likely to be single than men... and it was really uncommon for queer folks to be partnered and doing this work."

The stark trade-offs between meaningful work and personal relationships are especially pronounced for certain groups:

Women often face greater challenges finding partners willing to take supporting roles in their careers.
LGBTQ+ individuals navigate additional complexities in locations where being out is unsafe.
Women tend to make career alterations approximately 15 years younger than men, with significant implications for long-term career trajectory.

These findings highlight how structural inequalities intersect with meaningful work, making decisions about career and personal life particularly challenging for marginalized groups.

As Oelberger notes, even the emotional experience of decision-making becomes more stressful for these individuals, as they must constantly weigh competing personal and professional priorities against additional cultural and safety considerations.

Practical Applications and Implications

For organizational leaders, especially in nonprofit and social impact sectors, Oelberger's research suggests several important considerations:

  • Recognize that employee motivations are diverse and dynamic

  • Model healthy work boundaries

  • Challenge the "martyr complex" that can develop in mission-driven work

Looking Forward…

The conversation with Dr. Oelberger reminds us that while meaningful work is valuable, it shouldn't come at the expense of personal well-being and relationships.

As she notes, "It shouldn't have to be a choice."

Organizations and individuals must work together to create sustainable approaches to meaningful work that honor both professional purpose and personal flourishing.

In part one of our conversation with Dr. Carrie Oelberger (above), we explored how meaningful work can become a double-edged sword, particularly when work devotion becomes "identity armor."

In part two, we dive deeper into another critical paradox: the myth of agency in meaningful work, and how it affects both workers and organizations.

Understanding the Myth of Agency

Oelberger introduces a powerful concept that challenges common assumptions about meaningful work: the myth of agency, which she defines as "the false cultural idea that an individual can fully overcome structural and institutional barriers through strategic individual behaviors."

This myth is particularly prevalent in caring professions and social impact work, where individuals often enter with high hopes of creating significant change, only to encounter systemic barriers that individual effort alone cannot overcome.

Three Approaches to Frontline Work

Through her research, Oelberger has identified three distinct approaches that workers take when facing structural challenges:

State Agents
("The Processors")
Citizen Agents
("The Fixers")
Human Accompaniment
("The Companions")
How They See Themselves As bureaucrats As advocates for clients As partners with shared limits
How They Work with Clients Often blame clients for lack of progress Strongly push for clients' needs Build meaningful, compassionate relationships
Longevity and Experience Stay despite feeling burnt out or apathetic Often leave quickly to make bigger changes Stay long-term without burning out

The Power of Human Accompaniment

Perhaps the most inspiring finding from Oelberger's research is the effectiveness of the human accompaniment approach. As she explains:

"These people don't burn out, they don't leave... When you ask these people how they feel about their work, they're like, 'I feel great about my work. I feel so lucky to be doing this. I'm so inspired by my clients.'"

Rethinking Selection and Training

Oelberger challenges traditional hiring practices, particularly the emphasis on formal education for roles where lived experience and emotional intelligence might be more valuable. She advocates for:

  • Identifying actual skills needed for positions

  • Looking beyond formal qualifications

  • Recognizing the value of lived experience

  • Being open to alternative forms of expertise

"I say this as somebody with a PhD who teaches masters and PhD students," Oelberger notes. "Sometimes we require qualifications for positions that not only don't require those qualifications, but in some ways, they can make you worse at doing your job."

Building Systemic Support for Meaningful Work

The conversation culminates in a discussion of how different countries approach work support systems. Oelberger shares an illuminating example of a European aid worker who received a year of parental leave with a replacement hire - a stark contrast to American expectations.

This points to a broader need for policy-level changes that can support meaningful work, including:

  • Universal healthcare access

  • Comprehensive parental leave policies

  • Education debt relief

  • Workplace protection policies

  • Social welfare benefits

As Oelberger puts it: "If society can build the boat, then we have more time to play with the sail."

Looking Forward…

This conversation with Dr. Oelberger highlights the need for a more nuanced understanding of meaningful work - one that acknowledges both individual agency and structural constraints. It suggests that creating truly sustainable meaningful work requires action at multiple levels:

  • Societal: Policy changes that provide basic security and support

  • Organizational: Rethinking hiring practices and work structure

  • Individual: Embracing approaches like human accompaniment that recognize both limitations and possibilities

The path forward isn't about trying harder within broken systems, but rather about reimagining how we support and structure meaningful work at every level.

Recommended Reading

  • Dr. Carrie Oleberger’s published work - link

  • Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World psychiatry : official journal of the World Psychiatric Association (WPA), 15(2), 103–111. https://doi.org/10.1002/wps.20311

,

Redefining Purpose as Everyday Direction: Lessons from Patrick Hill

,

In this episode of Meaningful Work Matters, host Andrew Soren sits down with Patrick Hill, a professor of psychological and brain sciences at Washington University in St. Louis. Hill's research focuses on purpose and identity development, and he offers a fresh perspectives on what it means to live a purposeful life.

Hill received his PhD from the University of Notre Dame and his BA from Indiana University. His research program examines how to cultivate a life direction and how purpose promotes adaptive lifespan development.

Hill's work challenges traditional notions of purpose; presenting it not as a lofty, unattainable goal, but as something adaptable, accessible, and actionable in our everyday lives. His insights shed light on the role of purpose in well-being, personal growth, and even physical health, often in unexpected ways.

Redefining Purpose

To start, Hill introduces a nuanced understanding of purpose, breaking it down into three key elements:

  1. Self-defining: Purpose should be personally attached and definitive.

  2. Engaging and energizing: It should lead to greater life engagement and personal agency.

  3. Future-oriented: Purpose provides direction and intentionality.

Hill emphasizes the importance of distinguishing between "big P" Purpose - often seen as world-changing and potentially anxiety-inducing - and "small p" purpose, which focuses on everyday actions that provide direction and lead to positive outcomes. This shift in perspective makes purpose more accessible and actionable for individuals in their daily lives.

"Purpose is this self-defining, self-informative life aim that gives you a direction towards engagement in life from one day to the next, one year to the next throughout the lifespan."

The Three A's of Purpose

Hill introduces the concept of purpose being adaptable, accessible, and actionable:

  • Adaptable: Purpose should evolve with an individual's life circumstances.

  • Accessible: It should be attainable for everyone, not just a privileged few.

  • Actionable: Purpose should guide daily decisions and behaviors.

This framework helps demystify purpose and makes it more approachable for individuals who might feel overwhelmed by traditional, lofty notions of purpose.

Challenges and Considerations

One significant challenge Hill addresses is "purpose anxiety" - the stress and pressure individuals feel when asked to define their life's purpose. This anxiety can be particularly prevalent in workplace settings where employees are asked to align with organizational purpose statements.

Hill suggests that instead of focusing on grand, overarching purposes, individuals and organizations should concentrate on identifying smaller, more immediate sources of meaning and direction. This approach can help alleviate anxiety and make purpose more accessible to everyone.

Hill's Model: Sense of Purpose

Dr. Hill's research emphasizes the importance of fostering a "sense of purpose" rather than identifying a single, grand purpose. This model focuses on:

  1. Feeling a sense of direction

  2. Having goals that provide personal definition

  3. Engaging in activities that energize and feel meaningful

This approach has been linked to various positive outcomes, including reduced risk of cognitive impairment, lower mortality rates, and improved well-being.

Practical Applications and Implications

For individuals:

  1. Reflect on daily activities that provide a sense of direction and energy

  2. Engage in dialogue about purpose with peers and colleagues

  3. Focus on building a sense of purpose rather than defining a single, grand purpose

For organizations:

  1. Foster environments where employees can discuss and explore purpose

  2. Break down organizational purpose into specific, actionable activities

  3. Allow for individual interpretation and alignment with organizational purpose

Hill emphasizes the importance of dialogue in exploring purpose:

"The most important thing for the purpose anxiety is having the scaffolding and the social connections along the way to help you explore."

Conclusion

Patrick Hill's research offers a refreshing and practical approach to understanding purpose in our lives and work. By reframing purpose as something adaptable, accessible, and actionable, Hill provides a pathway for individuals and organizations to cultivate meaningful engagement without the anxiety often associated with grand purpose statements.

As we navigate the complexities of modern work life, this nuanced understanding of purpose can help foster environments where individuals can thrive, find direction, and contribute meaningfully - not just to their organizations but to their own sense of fulfillment and well-being.

Resources for Further Exploration

,

Purpose as an Active Commitment: Lessons from William Damon

,

In this episode of Meaningful Work Matters, host Andrew Soren engages with William Damon, Professor of Education at Stanford University and Senior Fellow at the Hoover Institution.

As one of the world's leading researchers in human development and a pioneer in the study of how people find purpose, Damon brings decades of insight to the discussion of meaningful work and purpose-driven lives.

The Triple Helix of Good Work

William Damon introduces the concept of the "triple helix" of good work, which emerged from his collaborative research with Howard Gardner and Mihaly Csikszentmihalyi. This model posits that truly meaningful and impactful work requires the integration of three essential elements:

  1. Excellence: A commitment to high-quality performance and continuous improvement

  2. Engagement: Genuine interest and enjoyment in one's work

  3. Ethics: Adherence to moral principles and values in professional conduct

Damon emphasizes that all three components are necessary for work to be truly "good." He explains:

"Two out of the three weren't enough. You have to be dedicated to ethics, a commitment to excellence, and a commitment to being engaged, to enjoying what you're doing."

This holistic approach to work aligns closely with eudaimonic well-being, reflecting Aristotelian ideals of living a life of virtue, engagement, and the pursuit of one's full potential.

Purpose as an Active Commitment

Central to Damon's research is his definition of purpose, which he articulates as "an active commitment to accomplish something that is both meaningful to the self and of consequence to the world beyond the self."

This definition encompasses several crucial elements:

  • Active commitment: Purpose requires sustained effort and action, not just thought or belief

  • Accomplishment: There must be a goal or outcome to work towards

  • Personal meaning: The pursuit must resonate with the individual's values and interests

  • Beyond the self: The impact of one's efforts should extend to the broader world or community

Damon clarifies that purpose doesn't necessarily equate to altruism, stating, "You can attempt to accomplish something for the world beyond the self that doesn't have to do with satisfying other people."

He provides examples of scientists studying black holes or artists creating unconventional music, emphasizing that purpose can be found in various forms of contribution to knowledge, art, or society.

Challenges and Considerations

While purpose and meaningful work offer numerous benefits, Damon acknowledges potential challenges:

  1. The dark side of meaningful work: Highly purposeful individuals may be at risk of exploitation or burnout, especially in fields like healthcare or non-profit work.

  2. Balancing merit and equality: Damon addresses recent critiques of meritocracy, arguing that the pursuit of excellence and recognition of merit are essential for societal progress and individual fulfillment.

  3. Generational shifts: While cautious about overgeneralizing cohort differences (eg Gen X vs Gen Y), Damon notes that there are changing attitudes towards work-life balance and the questioning of traditional work ethics among younger generations.

Damon's Model of Purpose Development

Drawing from his extensive research, Damon presents a model of how purpose develops over the lifespan:

  1. Gradual development: Purpose often emerges slowly, with fits and starts, particularly in late adolescence and early adulthood.

  2. Trial and error: Many individuals experience setbacks and periods of cynicism before finding their purpose.

  3. Adaptability: As life circumstances change, individuals may need to adjust their purpose or find new sources of meaning.

  4. Encore purposes: In later life stages, such as retirement, people often discover new purposes aligned with their evolving capacities and interests.

This model emphasizes the dynamic nature of purpose and the importance of remaining open to new sources of meaning throughout life.

Practical Applications and Implications

Damon offers several strategies for cultivating purpose, particularly for younger individuals:

  1. Fostering gratitude: Encouraging appreciation for learning opportunities and life experiences can set the stage for purpose development.

  2. Developing a sense of service: Instilling the idea that "it's not all about you" helps individuals connect their efforts to broader societal needs.

  3. Balancing multiple life domains: Recognizing that purpose can be found in various areas, including work, family, civic engagement, and personal interests.

For organizations, Damon stresses the importance of authentic leadership in creating purposeful work environments:

  • Clearly articulating the organization's mission and its value to society

  • Aligning incentives with both organizational success and societal benefit

  • Fostering a culture of integrity and ethical behavior

Conclusion

William Damon's insights offer a rich perspective on the development and cultivation of purpose throughout life. By understanding purpose as an active commitment that extends beyond the self, individuals and organizations can work towards creating more meaningful, impactful, and fulfilling work experiences.

As we navigate the complexities of modern work life, Damon's research provides valuable guidance for fostering purpose-driven lives and careers.

Resources for Further Exploration

, ,

The Stress-Meaning Paradox: Lessons from Jess Annison

, ,

In this episode of Meaningful Work Matters, host Andrew Soren engages with Jess Annison, a UK-based positive psychology practitioner, leadership coach, and career consultant. Annison, who recently completed her master's thesis in applied positive psychology, shares her research on the intricate relationship between stress and meaningful work.

With a background in organizational change and major projects, including work on the London 2012 Olympic Games and as director of change for Europe's largest open-access university, Annison brings a wealth of practical experience to her academic pursuits. Her passion for helping people find meaning in their work, coupled with her firsthand experience of the stresses that can accompany deeply meaningful roles, led her to explore this complex topic.

The Complex Relationship Between Stress and Meaningful Work

Annison's research, published in Frontiers in Psychology, reveals a nuanced and bidirectional relationship between stress and meaningful work. Using a grounded theory approach, she identified six "complex handshakes" or ways in which stress and meaningfulness interact:

These relationships highlight the intricate nature of meaningful work, which Annison describes as having "intricate tensional knots." She emphasizes that "nothing in life is so simple that it's ever wholly great," underscoring the importance of acknowledging both the benefits and potential drawbacks of meaningful work.

Stress as a Component of Work Experience

Annison frames stress within the context of the job demands-resources theory, where stress arises when job demands exceed an individual's resources to cope. She explains that while some stress can be beneficial, chronic or acute stress can lead to various mental and physical health problems.

"Stress is when we experience challenging circumstances or demands that exceed our resources, that exceed our ability to cope.”

This definition helps listeners understand that stress is subjective and can vary based on individual perceptions and available resources.

Challenges and Considerations

The research highlights several challenges associated with meaningful work:

  • Potential for overwork and burnout due to deep care for the work

  • Difficulty maintaining work-life balance

  • Risk of exploitation when passion is used to justify poor working conditions

  • Stress potentially diminishing the perceived meaningfulness of work

Annison cautions against viewing meaningful work as a "silver bullet" for workplace well-being and emphasizes the need for awareness of these potential downsides.

Annison's Research Findings

Annison's qualitative study revealed that the relationship between stress and meaningful work is often simultaneous and complex. Participants reported experiencing both positive and negative effects concurrently. For example, meaningful work might exacerbate stress while also helping to alleviate it at the same time.

One participant aptly summarized this complexity: "A few things in life are easy and worth doing," which became the title of Annison's research paper. This phrase encapsulates the idea that worthwhile endeavors often come with challenges.

Practical Applications and Implications

To navigate the complex relationship between stress and meaningful work, Annison suggests:

For individuals:

  • Reflect on personal experiences of stress and meaning in work

  • Journal or discuss with a mentor to gain clarity

  • Make adjustments to reduce stressors or boost coping resources

  • Ensure meaningful work is part of a broader meaningful life

For organizations and leaders:

  • Be mindful of unintended consequences of promoting meaningful work

  • Provide space for discussions about stress and meaning

  • Balance high-pressure periods with time for recovery

  • Role model good practices in managing work-life boundaries

Conclusion

Jess Annison's research provides valuable insights into the nuanced relationship between stress and meaningful work.

By acknowledging both the benefits and challenges of deeply engaging work, individuals and organizations can better navigate the complexities of creating fulfilling career experiences while maintaining well-being.

Resources for Further Exploration

  • Jess Annison's website: www.jess-annison.com

  • Research paper: "Few Things in Life Are Easy and Worth Doing: A Grounded Theory Study of the Relationship Between Stress and Meaningful Work" (available through Frontiers in Psychology)

  • Upcoming book: "Career Crafting: How to Conquer Your Mid-Career Crisis and Create Your Most Meaningful Work Life" (release date: early 2025)

, , ,

Unlearning Silence: Lessons from Elaine Lin Hering

, , ,

In this episode of Meaningful Work Matters, host Andrew Soren speaks with Elaine Lin Hering, author of the new book "Unlearning Silence: How to Speak Your Mind, Unleash Talent, and Live More Fully."

Elaine, a recovering attorney turned accidental author, has dedicated her career to improving how we communicate with each other. Her work focuses on helping people show up authentically in the workplace and in life.

Unlearning Silence

Lin Hering introduces the concept of "unlearning silence" as a crucial step in creating more authentic and effective workplace communication. She defines silence in this context as feeling that there isn't enough room for one's ideas, insights, needs, goals, hopes, and concerns in a relational system, whether at work or in personal relationships.

Lin Hering explains:

"Silence is when you feel like you're not going to be well received, and so the outcome that makes more sense is to keep your mouth shut."

This silence can manifest in various ways, such as the "meeting after the meeting" phenomenon or the need for employees to censor or edit themselves.

The process of unlearning silence involves:

  1. Awareness of one's assumptions about voice and silence

  2. Interrogating these assumptions

  3. Experimenting with new behaviors

  4. Building a supportive team

The Complexity of Authenticity at Work

Lin Hering delves into the nuanced topic of authenticity in the workplace, particularly for individuals with subordinated identities. She highlights the challenges of bringing one's authentic self to work when facing an uphill battle against dominant cultural norms.

"Every organization, every team has a dominant culture," Lin Hering explains. "And it is driven by the people who carry that identity... If you carry the subordinated identity, meaning not the dominant, you are inherently pushing uphill."

This concept raises important questions about how organizations can create environments where diverse voices are truly valued and heard.

Challenges and Considerations

Lin Hering acknowledges that there can be real costs to speaking up in the workplace. She emphasizes the importance of agency in deciding when to speak and when to remain silent. The challenge lies in distinguishing between silence that is strategic and empowering versus silence that is oppressive and disempowering.

"The difference between silence that is additive or strategic and the silence that is oppressive is agency," Lin Hering notes. This nuanced understanding of silence challenges the simplistic "speak up" culture often promoted in workplaces.

Awareness and Action

Lin Hering presents a two-part framework for unlearning silence:

Awareness: Recognizing our assumptions about voice, silence, and who gets to speak in various contexts.

Action: Interrogating these assumptions, experimenting with new behaviors, and building a supportive network.

This framework emphasizes the importance of self-reflection and intentional behavior change in creating more inclusive and authentic communication environments.

Practical Applications and Implications

For individuals:

  • Regularly ask yourself, "What do I think?" and "What do I need?" to reconnect with your authentic voice.

  • Start with small experiments to practice using your voice in low-stakes situations.

  • Build a supportive team around you, including mentors, peers, and media sources that reinforce your values.

For managers and leaders:

  • Recognize that not everyone communicates or processes information like you do.

  • Actively design communication and work processes that accommodate diverse styles and preferences.

  • Create opportunities for new hires to act as "culture detectives," leveraging their fresh perspectives to question established norms.

Final Thoughts

Unlearning silence connects deeply to the broader themes of meaningful work, employee well-being, and organizational culture. By creating environments where people feel empowered to express their authentic selves, organizations can tap into diverse perspectives, increase innovation, and improve overall job satisfaction.

Lin Hering’s work also touches on important issues of equity and inclusion in the workplace, highlighting how dominant cultural norms can silence marginalized voices and limit the potential for true diversity of thought.

"We're co-creating culture and everyone owns it. So what is my role in creating a space where each human being experiences dignity and belonging at work and is able to do their best work?"

Resources for Further Exploration

, ,

Balancing Passion and Boundaries: Lessons from Frank Martela

, ,

In this episode of Meaningful Work Matters, host Andrew engages in an insightful conversation with Frank Martela, PhD about the nature of meaningful work, the dimensions of well-being, and the interconnections between sustainability and human thriving.

Dr. Martela is an Assistant Professor at Aalto University, Finland, with dual doctorates in organizational research and practical philosophy. His work focuses on meaningfulness, human motivation, and how organizations can unleash human potential. A renowned expert on meaning and happiness, his research seeks to understand the fundamentals of happiness, meaningfulness, and the good life.

Defining Meaningful Work

Martela begins by discussing his influential research on defining meaningful work. He explains that meaningful work generally refers to work that has intrinsic value beyond just financial compensation.

Through a comprehensive review of existing literature, Martela and his colleagues identified three key dimensions of meaningful work: overall significance, self-realization, and broader purpose.

Overall significance refers to the sense that work is worthwhile and valuable in itself.

Self-realization involves the ability to express oneself and engage in activities aligned with one's interests and values.

Broader purpose encompasses the feeling of contributing to something beyond oneself and having a positive impact on others or society.

Martela emphasizes that meaningful work involves both a connection to oneself and a connection to others or the wider world. This conceptualization provides a useful framework for understanding and fostering meaningfulness in various work contexts.

The Relationship Between Meaning and Purpose

An interesting discussion unfolds about the relationship between meaning and purpose, two concepts that are often intertwined in research and popular discourse.

Martela offers a nuanced perspective, suggesting that meaning is a broader concept encompassing all things that make life or work feel valuable, while purpose is more future-oriented, involving goals and projects that contribute to meaning. He notes that while purpose is often a key source of meaning, meaningful experiences can occur without explicit purpose, such as enjoying time with friends.

This distinction helps clarify the roles of meaning and purpose in both work and life contexts, highlighting the importance of considering both in efforts to enhance well-being and fulfillment.

The Dark Side of Meaningful Work

While meaningful work is generally associated with positive outcomes, Martela acknowledges potential downsides. He points out that people who find their work highly meaningful may be more susceptible to exploitation or overwork. Additionally, strong dedication to meaningful work might lead to neglecting other important life domains, resulting in work-life imbalance.

These insights underscore the importance of maintaining balance and boundaries, even when engaged in deeply meaningful work.

A New Model of Well-being

Martela introduces his innovative model of well-being, which is grounded in human needs and nature. The model consists of four dimensions:

  • Having: Meeting basic physical and safety needs.

  • Loving: Fulfilling social needs and relationships.

  • Doing: Engaging in purposeful activities and growth.

  • Being: Experiencing positive emotions and life satisfaction.

This framework offers a nuanced approach to understanding and measuring well-being, with potential applications in both policy and organizational contexts.

Applying the Model to Work Contexts

The conversation explores how Martela's well-being model can be applied specifically to work settings.

In the workplace, "having" involves basic safety, security, and fair compensation. "Loving" at work relates to belongingness, community, and supportive relationships. "Doing" encompasses learning, growth, competence, and purposeful impact. "Being" reflects job satisfaction and positive emotional experiences at work.

This application provides a holistic lens for evaluating and enhancing employee well-being across multiple dimensions. Soren and Martela discuss how these concepts can be measured and implemented in organizational settings, highlighting the importance of both comprehensive annual surveys and more frequent, simplified check-ins to gauge employee well-being.

Sustainability and Well-being

The episode concludes with a discussion on the crucial relationship between sustainability and well-being. Martela argues that the ultimate goal of politics and policy should be to promote well-being in a sustainable manner. This involves recognizing environmental limits and planetary boundaries, designing economic and social systems that maximize well-being within these limits, and developing standardized measures for both well-being and environmental impact to inform decision-making.

Martela emphasizes the need for an integrated approach to human flourishing and environmental stewardship, highlighting the importance of long-term thinking in our pursuit of well-being. He suggests that by considering well-being and sustainability together, we can create policies and practices that support human thriving while respecting the constraints of our planet.

Resources for further exploration:

For more information on Frank Martela's work and the topics discussed, listeners are encouraged to explore his website and visit the Aalto University website.

, ,

Principled Insubordination: Lessons From Dr. Todd Kashdan

, ,

In this episode of Meaningful Work Matters, Andrew sits down with Dr. Todd B. Kashdan, Professor of Psychology at George Mason University and author of "The Art of Insubordination: How to Dissent and Defy Effectively."

As one of the main figures in the positive psychology movement, Dr. Kashdan brings over 20 years of research on purpose, meaning, and well-being to this conversation about the value of principled rebellion in creating more meaningful work environments.

The Evolution of Purpose Research

The conversation begins with a reflection on how research on purpose and meaning has evolved over the past two decades. Kashdan highlights a key insight: "A lot of the things that were originally discussed as the defining features of purpose in life are actually things that could amplify it, or there are things in the environment that could influence it."

This distinction is crucial because it shifts our focus to potential intervention targets.

For example, rather than seeing an enriching environment as an inherent part of having purpose, we can now explore how factors like green spaces might influence the development of purpose in young people.

Kashdan also emphasizes that while disadvantaged circumstances can make it harder to commit time and effort to one's purpose, they don't inherently prevent someone from having a sense of purpose.

This nuanced understanding opens up new avenues for supporting purpose development across diverse populations.

The Value of Principled Rebellion

The heart of the conversation centers on Kashdan's recent book, "The Art of Insubordination." He argues that fostering principled rebellion is crucial for creating more innovative, inclusive, and meaningful work environments. Kashdan presents an equation of principled insubordination:

(Defiance x Authenticity + Contribution) / Social Pressure

This equation highlights the importance of genuine, constructive dissent in the face of social conformity pressures.

Kashdan asserts that "Dissent opens people's minds, conformity closes people's minds." Even when a dissenting idea is ultimately wrong, it stimulates "cognitive liberation," encouraging more creative problem-solving within the group. He further argues that "permitting and embracing dissent unlocks the benefits of diversity." It's not enough to have diverse team members; organizations need to create environments where unique perspectives are truly heard and valued.

Navigating the Challenges of Principled Rebellion

While advocating for more principled rebellion, Kashdan doesn't shy away from discussing the potential pitfalls. He introduces the concept of the "Black Sheep Effect," where dissenters often face harsher criticism from their in-group than outsiders would. This can make speaking up emotionally challenging. He also discusses the "Power Paradox," noting a tendency for successful dissenters to become inflexible once they gain majority support, potentially stifling future innovation.

Kashdan acknowledges that embracing dissent can create short-term inefficiencies but argues it leads to more robust, innovative solutions in the long run.

Strategies for Fostering Constructive Dissent

Kashdan offers several practical strategies for individuals and organizations looking to cultivate healthier dissent. He recommends that individuals diversify their identity portfolio, investing in multiple dimensions of their identity beyond work. This creates resilience, allowing people to better weather potential backlash from speaking up.

For organizations, he emphasizes the importance of separating task conflict from relationship conflict. This distinction allows for more productive discussions about ideas or methods without damaging working relationships.

When dissenting, individuals should focus on how their ideas contribute to shared goals rather than simply opposing the status quo. Kashdan also stresses the importance of creating safe spaces for minority perspectives. Even as formerly marginalized groups gain acceptance, it's crucial to maintain spaces where unique cultural identities can be fully expressed and honored.

Implications for Meaningful Work

This conversation has profound implications for how we think about creating meaningful work environments. It underscores the importance of psychological safety, where people feel secure expressing dissenting views without fear of personal repercussions. Leaders must recognize that fostering meaningful dissent often involves navigating complex trade-offs between short-term efficiency and long-term innovation.

Kashdan's insights challenge us to redefine success in organizational culture. Rather than seeing unanimity as a sign of strong culture, organizations should celebrate constructive disagreement as a marker of psychological safety and innovation potential. For individuals, engaging in principled rebellion can be a powerful source of meaning, allowing them to align their work with deeply held values and contribute to positive change.

By fostering environments that welcome principled rebellion, organizations can unlock greater innovation, inclusivity, and, ultimately, more meaningful work for all.

Resources for further exploration:

, ,

Rethinking Performance Management for Workplace Flourishing: Lessons from Antoinette Weibel

, ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Antoinette Weibel, a professor of public management at St. Gallen University’s Business School.

Weibel’s fields of research include trust management in and between organizations, as well as employee engagement/motivation and positive human resource management. Inspired by the work of Sumantra Ghoshal, who wrote about both bad management theories and destroying good practice, Weibel has worked over the past several years to both uncover and teach findings on fostering good leadership and, more broadly speaking, better societies as a result.

Performance Management is Broken

As Weibel makes clear, traditional performance management systems fall short of helping people flourish. These systems are mostly rooted in outdated industrial models that fail to accommodate the complexities of modern, knowledge-based work. Weibel argues that traditional performance management often leads to negative outcomes such as reduced creativity, organizational citizenship, and overall performance. In other words, they destroy the very things they are supposedly in place to foster.

Positive Psychology Can Be Part of the Problem

Weibel also doesn’t shy away from critiquing the field of positive psychology despite her appreciation for its contributions. She points out that positive psychology, when misapplied in organizational contexts, can sometimes reinforce neoliberal ideals. This can lead to practices that focus on making employees happier solely to increase productivity rather than genuinely fostering their well-being.

The metaphor “happy cows produce more milk” illustrates how positive psychology (and humanistic psychology before it) can be misused to exploit workers under the guise of promoting well-being. Weibel emphasizes the need for a more holistic approach that considers systemic changes and ethical implications rather than merely applying positive psychology techniques to boost performance.

The Need for a Paradigm Shift

Weibel says that we need to shift away from a neoliberal paradigm, which prioritizes profit maximization and competition, to a more human-centric approach. This new paradigm, inspired by virtue ethics and more humanistic ideals, emphasizes freedom to be and become rather than merely freedom to have. It calls for organizations to redefine their purpose and contribute to social value, not just shareholder value.

The Global Flourishing Manifesto

For all of these reasons and more, Weibel has been working on The Global Flourishing Manifesto. This manifesto, co-created with her colleague Otti Vogt and a global coalition of HR and business professionals, outlines a vision for reimagining performance management. It is built on four core beliefs:

  1. Growing Better Together: Emphasizing collaboration and mutual development over individual competition and forced rankings.

  2. Freedom to Be or Become: Advocating for environments where employees can fully realize their potential.

  3. Purpose and Social Value: Prioritizing organizational goals that contribute to societal well-being over mere profit maximization.

  4. System Change Over Individual Appraisal: Recognizing the importance of systemic changes to foster flourishing rather than focusing solely on individual performance metrics.

Practical Wisdom and Ethical Leadership

The conversation also touches on the importance of practical wisdom, a concept rooted in Aristotelian ethics. Weibel highlights the need for organizations to cultivate environments where ethical decision-making and practical wisdom are embedded in everyday practices. This involves creating structures and processes that support co-creation, collective growth, and ethical behavior.

Final Thoughts

Weibel aims to spearhead several more initiatives to advance the manifesto. She believes the path forward is through conversation, experimentation, and learning. Two initiatives she’s already started, Leaders for Humanity and Business for Humanity, both look at creating a better system by talking to current thought leaders in this space to answer questions like: Can we reinvent capitalism? Can we heal capitalism from inside? Do we have to change our economic system? Visit Good Leadership Society to learn more and be part of the conversation.

, ,

When Work Becomes a Moral Imperative: Lessons from Mijeong Kwon

, ,

Mijeong Kwon, PhD, is an Assistant Professor of Management at the University of Colorado Denver Business School. Her research focuses on the social dynamics of work motivation, particularly how people communicate and judge motivations for work.

Dr. Kwon's recent findings suggest that those who love their work often see this intrinsic motivation as a moral virtue while viewing working for money or recognition as less moral. She explores how this moralization of motivation can alienate colleagues and hinder the recognition of diverse work motivations.

The Moralization of Intrinsic Motivation

Kwon introduces the concept of the moralization of intrinsic motivation and explains that it involves attaching positive values to intrinsic motivation.

Intrinsic motivation refers to engaging in work because it is inherently enjoyable or satisfying. When individuals moralize intrinsic motivation, they begin to view it as the "right" reason to work, while other motivations, such as financial gain or fame, may be seen as less virtuous or even wrong.

Positive and Negative Outcomes of Moralizing Intrinsic Motivation

Kwon's research highlights both the positive and negative consequences of moralizing intrinsic motivation. On the positive side, individuals who moralize intrinsic motivation are more likely to possess and cultivate it in others, leading to increased intrinsic motivation within an organization. This can result in higher levels of engagement, satisfaction, and overall performance among employees.

However, there are also significant negative outcomes. For instance, individuals who moralize intrinsic motivation may experience guilt if they struggle to maintain their intrinsic motivation. This can lead to unnecessary stress and self-doubt, even if they are performing well at their jobs. Additionally, moralizing intrinsic motivation can cause individuals to neglect less interesting but essential tasks, potentially leading to self-exploitation and burnout.

Cultural Differences in Intrinsic Motivation

Kwon's research also explores cultural differences in intrinsic motivation.

She observes that people in the United States generally report high levels of intrinsic motivation, while it is lower in East Asia. Interestingly, intrinsic motivation levels in Latin America are even higher than in the United States. This suggests that the phenomenon of moralizing intrinsic motivation is not limited to one specific culture but may be prevalent in various regions around the world.

Implications for Managers and Leaders

Based on her findings, Kwon offers several recommendations for managers and leaders.

Firstly, she advises acknowledging and validating different reasons why employees work. Leaders should share personal stories that highlight the various benefits of their job, such as flexibility, to validate diverse motivations.

Secondly, Kwon suggests creating an environment that sustains and cultivates intrinsic motivation rather than emphasizing it directly. This can be achieved by providing low-risk learning opportunities and practicing transformative leadership to inspire employees.

Lastly, she emphasizes the importance of having clear guidelines for performance appraisal to avoid subjective value judgments. This helps ensure that employees are not left guessing about how they will be evaluated or feeling pressured to work excessive hours to demonstrate their passion.

The Role of Purpose in Organizations

Soren and Kwon discuss the increasing emphasis on purpose in organizations, particularly through initiatives such as Corporate Social Responsibility (CSR), Environmental, Social, and Governance (ESG) priorities, and Sustainable Development Goals (SDGs).

While these efforts are generally seen as positive, Kwon cautions that they can also lead to the moralization of intrinsic motivation, which may have unintended negative consequences.

Kwon notes that in nonprofit organizations, where employees are often intrinsically motivated and paid less, there is a higher likelihood of moralizing intrinsic motivation. This can result in difficulties finding equally passionate colleagues and may lead to feelings of frustration and isolation among employees.

Diversity of Motivations in the Workplace

One key takeaway from the conversation is the importance of recognizing and valuing a diversity of motivations in the workplace. Soren and Kwon agree that having employees with different motivations, including those driven by utilitarian reasons, can create a stronger and more balanced team. Such diversity can help maintain boundaries and ensure employees do not become overly consumed by their work.

Kwon also mentions that organizations that emphasize both financial success and broader social goals tend to attract more employees. When employees know that the profits of a company will directly benefit them or other stakeholders, they are more likely to feel a sense of reciprocity and be motivated to contribute to the organization's success.

Final Thoughts

While intrinsic motivation can lead to greater engagement and satisfaction, moralizing it can negatively affect individuals and organizations. Managers and leaders should strive to create an inclusive work environment that acknowledges and values diverse motivations while providing clear performance guidelines and fostering a sense of purpose that benefits all stakeholders.

References

For more information on the topics discussed in this podcast episode, you can visit the following links:

, ,

Work, Well-Being, and Community in Māori Tradition: Lessons from Ella Henry

, ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Ella Henry, a professor of entrepreneurship at Auckland University of Technology.

Henry has primarily focused her research, teaching, and advocacy on Māori media and business development. She has used her own heritage to better understand meaningful work through the ideas of calling and vocation.

Māori Culture and Meaningful Work

According to Henry, the Māori tend to use different language when discussing their work. In a traditional society, the elders would have assessed the skills of the young people in the tribe and raised them to train toward a specific calling. Even though that is not generally the way that society works anymore, the Māori still try to do work that is not just meaningful for themselves, but for their people.

Henry reflects on learning value from her father, who had a heart attack when she was young and was unable to continue working on the factory floor. Her father instead began working at the coffee cart at the factory, though his job change was somewhat embarrassing for Henry. She says her father reminded her that it’s a privilege to be able to choose one’s career, and that his meaning came from his energy and vitality, not the service he was performing.

Whare Tapa Whā

Henry draws on Sir Mason Durie's model of "whare tapa whā" to inform her perspective on wellbeing. The concept describes health as a holistic balance across physical, emotional, spiritual, and family dimensions. Henry stresses the interconnectedness of these aspects and their role in achieving fulfillment and purpose.

The Māori people believe that one’s strengths, community, and environment all play a part in guiding their path — meaning that one’s calling is not just connected to the work that they do.

Henry critiques Western individualism and capitalist structures, advocating for a return to communal values and relational leadership models rooted in indigenous traditions.

Looking Beyond Financial Wealth

Western culture links one’s work to their wealth. However, Henry points out how indigenous perspectives believe in various forms of capital beyond financial wealth.She explores social capital, cultural capital, and spiritual capital, highlighting their importance in fostering wellbeing and resilience within indigenous communities.

Henry also believes that shifting one’s attention away from financial wealth is the way to make the human race a “truly sustainable, connected species.” She stresses the importance of shifting focus from individualism to community-centered approaches, emphasizing the benefits of synergy and collective well-being.

“To be able to be part of a community that has that sense that it doesn't matter if you're the bus driver, or the mayor, or the property developer, because you're all doing these things for the same reason, which is the betterment of the community… that's my hope for us as a species,” she says.

Avoiding Burnout In Meaningful Work

The more aligned someone’s values are with their work, the more meaning they are likely to find from it. However, as someone becomes more connected to their work, they also put their boundaries around work at risk. This can lead quickly to burnout, Henry warns.

Henry relates this line of thinking back to the Māori people who seek work that relates to their own experiences, especially those who are attracted to work in health or social service. They are attracted to it because they have their own backgrounds of trauma, Henry explains. While one’s own experiences can be an asset in this type of work, it can also quickly become detrimental.

Henry emphasizes the importance of strong community support and mentorship in navigating these challenges.

Final Thoughts

Henry has focused her work on “rebuilding the worldview” of the Māori people, acknowledging the amount of information and knowledge that indigenous people have lost due to settlers. Her work has not always been met with open arms, either. She highlights the challenges faced in reclaiming indigenous knowledge, including resistance from mainstream academia and shifting political landscapes.

Henry ends by discussing the idea of combining indigenous knowledge and thought processes with those of the settler perspective. While she remains committed to promoting Māori science and culture, she also sees a value in weaving together diverse perspectives to create a new, holistic worldview.

In order to do that, society must put resources into preserving indigenous cultures and their world views.

, ,

Designing Meaningful Experiences at Work: Lessons with Mat Duerden

, ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Mat Duerden, a professor of experience, design and management in the Marriott School of Business at Brigham Young University.

Duerden’s work in both research and teaching focuses on making experiences more impactful, particularly infusing meaning through designed experiences. He is passionate about finding meaning in every facet of life and designing experiences to help individuals do so.

Experience Design

Most moments, according to Duerden, will be ordinary and will likely be fleeting. This is because most of our day is defined by a continuous stream of consciousness, allowing the brain to operate efficiently without conscious effort.

Experience design is all about creating extraordinary experiences, which Duerden says generally fall into one or more of these categories: memorable, meaningful, and transformative. Each extraordinary experience involves  varying degrees of emotional response, personal insight, and behavioral change.

Memorable experiences are triggered by emotional reactions that prompt the brain to acknowledge the moment and imprint it for future recollection. Meaningful experiences involve emotional reactions leading to personal insights or reflections that alter one's perception of themselves or the world. Transformative experiences go a step further, encompassing emotional reactions, personal insights, and significant changes in behavior or outlook.

Duerden also highlights the temporal aspect of experiences, noting that the impact of an experience may not be immediately apparent but can evolve over time through reflection

Duerden highlights that experience design finds much of its inspiration from the theater, particularly the idea of staging concepts to elicit a specific feeling or outcome. He draws parallels between theater terminology and experience design, mentioning concepts like staging experiences, audience versus actor participation, and front stage versus backstage contributors.

Duerden’s ongoing research focuses on designing experiences that create intentional flows of ordinary and extraordinary moments. This intentional orchestration aims to optimize attention and engagement, ultimately shaping individuals' perceptions and behaviors.

Brilliant at the Basics

Duerden breaks down the types of extraordinary experiences even further, providing details about what these would look like within the context of a work environment. He introduces the concept of experience maps, also known as journey or touchpoint maps, as a powerful tool for experience design.

These maps break down experiences into individual touchpoints, highlighting significant shifts in attention or experience. In a workday, these touchpoints would include everything from the commute to work to interactions with coworkers to actual tasks. Identifying the reactions one has to each of these touchpoints can understand why they are having the experience that they are during their workday.

In a work environment, Duerden says it is important to understand employees' daily experiences and suggests collaborative efforts to map out current experiences to identify areas for improvement.

But, before trying to create an extraordinary experience, Duerden says that a manager must become adept at the basics of the employee experience, underscoring the need for empathy and attention to detail in experience design.

Duerden also introduces the concept of experiential competencies in the workplace, such as storytelling and reflection, as essential skills for deriving meaning from experiences. He suggests that organizations can promote reflection through intentional nudges and help employees develop competencies to unpack and derive meaning from their experiences effectively.

Meaning is Learning

Duerden explains that meaning is inherently connected to learning, as meaningful experiences involve a connection with one's identity or worldview that either reinforces or challenges existing beliefs or values. He draws from philosophical perspectives, discussing the oscillation between existential anxiety and authenticity in life and how designing experiences can offer opportunities for individuals to confront or resolve these states.

In a work environment, Duerden encourages managers to move beyond mere compliance, where employees perform tasks due to external rewards or threats, and lean towards intrinsic motivation driven by a deeper sense of meaning.

Co-Creation of Work Experiences

Duerden also reflects on the co-creation of experiences, emphasizing the importance of human-centered design and collaborative problem-solving in creating meaningful work experiences. Managers should be focused on increasing employee voice and sense of control within organizations for enhancing well-being.

He suggests that co-creation of the work experience itself is a powerful way to achieve this, as it fosters autonomy, competence, and relatedness among employees. Duerden advocates for a needs-based approach to experience design, suggesting that organizations should engage in ongoing conversations with employees to better understand their unique perspectives and preferences.

For Duerden, there are many parallels between storytelling and experience design, because of the importance of grounding stories in compelling needs for effective communication and problem-solving.

Overall, experience design hinges on the idea of humanity, as it requires the understanding of individual needs and the value of curiosity in driving meaningful experiences.

More Resources on Experience Design

For those looking to learn more about experience design, Duerden suggests his book Designing Experiences, along with other texts like Idea Flow and The Power of Moments.

, ,

Why Character is Contagious: Lessons from Gerard Seijts and Kim Milani

, ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Gerard Seijts and Kimberley Young Milani, professors in the Ivey Business School at Western University, Canada.

Kimberley Young Milani directs the Ian O. Ihnatowycz Institute for Leadership. Previously, she led The Circle Women’s Centre at Brescia University College and co-founded its Institute for Women in Leadership. She contributes to practitioner articles on leadership and also speaks and conducts workshops on character and women’s leadership in Canada and the US.

Gerard Seijts is a professor at Ivey Business School and specializes in organizational behavior. He also served as the first head of the Ian O. Ihnatowycz Institute for Leadership. Seijts is known for his books on leadership, which are published widely in top management journals, and has led executive education programs globally for various sectors.

Exploring the Significance of Character in Leadership

Seijts and Milani discuss the significance of character in leadership and its connection to meaningful work. They delve into the origins of their research on character, its dimensions, and its impact on organizational dynamics and individual fulfillment. This essay will analyze their insights and arguments, highlighting the importance of character in leadership and its implications for fostering meaningful work environments.

Character, as defined by Seijts and Milani, encompasses a set of behavioral patterns or virtues that contribute to individual and societal well-being. Drawing from Aristotle as well as Chris Peterson and Martin Seligman’s work on Character Strengths and Virtues, Seijts and Milani identify eleven dimensions of character, including accountability, courage, integrity, and justice. These dimensions form the foundation of effective leadership, influencing decision-making and organizational culture.

Character and Decision-Making

At the core of leadership lies judgment, shaped by one's character. Competencies may define what a leader can do, but character determines their actions. Leaders with strong character exhibit consistent and sound judgment, leading to performance excellence within organizations. Moreover, character influences decision-making at all levels of an organization, fostering a culture of integrity, fairness, and accountability.

Character in the Workplace

Everyone brings their unique character to the workplace, influencing organizational dynamics and culture. While competencies are often emphasized in hiring processes, character plays a crucial role in determining long-term success and organizational health. Leaders who prioritize character contribute to enlivening organizational purpose, cultivating a positive work culture, and promoting equity, diversity, and inclusion.

The relationship between character and meaningful work is profound. Character traits such as humility, compassion, and collaboration contribute to a sense of purpose and fulfillment in individuals. By fostering an environment where character is valued, leaders enable employees to find meaning in their work beyond task completion. This alignment between character and meaningful work enhances employee engagement, satisfaction, and well-being.

Returning to Peterson and Seligman and their work on the VIA Inventory of Character Strengths and Virtues, Seijts acknowledges the foundational importance of this but also emphasizes that VIA is geared towards the general population. He discusses the challenge of translating this language into actionable insights for executive audiences, underscoring the need to expand upon existing frameworks to align with the context and priorities of businesses and leaders.

Character Is Unique

Each person has their own signature character traits. As Milani points out, understanding one’s character requires a level of deliberate reflection and introspection across the entirety of one’s life. Milani also highlights the role of feedback from peers and mentors in gaining insight into one's character strengths and areas for growth.

When it comes to the workplace, fostering balanced leadership requires each individual to understand their character deep enough to create a holistic team. Seijts illustrates how character virtues complement each other, preventing the pitfalls of excessive or deficient behaviors.

The Potential of Character

Fostering balanced leadership with self-awareness can have a ripple effect throughout an organization. An individual's character can influence the experience of meaningful work for them and those around them, impacting morale and productivity.

Prioritizing character development is the only way to unleash its transformative power. Organizations should view character development as fundamental to leadership training and organizational culture. Seijts emphasizes how cultivating character virtues can lead to personal growth, enhanced well-being, and organizational success.

Final Thoughts

Seijts and Milani provide a comprehensive exploration of character in leadership, emphasizing its importance, development, and practical application in fostering meaningful work and organizational success.

By prioritizing character development and fostering a culture that values integrity, empathy, and collaboration, organizations can create environments where individuals thrive, decisions are guided by sound judgment, and meaningful work becomes a shared reality for all stakeholders.

For Further Exploration…

, ,

Mapping Meaningful Work: Lessons from Marjolein Lips-Wiersma

, ,

In this episode of Meaningful Work Matters, Andrew sat down with Marjo Lips-Wiersma, New Zealand-based academic whose work centers on ethics, meaningful work, and sustainability.

Currently a full Professor of Ethics and Sustainability at the Auckland University of Technology, New Zealand, Lips-Wiersma has studied the intersection of meaningful work, hope, and sustainability for decades. She is also the co-director of Map of Meaning International, a non-profit organization and global community dedicated to deepening the understanding of meaning.

Meaning in the Workplace

Lips-Wiersma delineates four primary dimensions of meaning in the workplace, each encompassing a diverse array of experiences and needs. These dimensions include:

  • Contribution to others

  • Expression of personal potential

  • Cultivation of quality relationships

  • Integrity or authenticity

All of these intersect and influence individuals' perceptions of meaning within their professional lives.

Meaningful work is difficult to discuss in workplace settings despite how much the two overlap.

Lips-Wiersma identifies several reasons why discussing meaningful work is challenging, including the discomfort of uncertainty, the pressure to have definitive answers, and the perception that meaningful work discussions lack boundaries.

However, Lips-Wiersma also suggests that the uncertainty inherent in exploring meaning conflicts with workplace norms that prioritize certainty and productivity. She argues that ignoring discussions of meaning overlooks a fundamental aspect of human experience and perpetuates a narrow understanding of work.

Handling Workplace Complaints

Workplace complaints are often a catalyst for deeper discussions about how employees are interacting with their environment. Leadership should always pay attention to these grievances, as they indicate a misalignment between organizational values and individual integrity, prompting individuals to seek resolution and alignment with their personal sense of purpose.

Lips-Wiersma advocates for a proactive and constructive approach to addressing complaints, emphasizing the importance of listening to employees' concerns and collaboratively identifying solutions. She suggests reframing complaints as opportunities for meaningful dialogue and problem-solving rather than viewing them solely as negative feedback. She also underscores the significance of ongoing engagement and dialogue within organizations to cultivate a culture of openness, trust, and accountability.

Implications For Organizational Success

The workplace is full of opportunities for meaningful growth and collaboration, but often, there is also a tension between ambitious organizational goals and the pragmatic realities of day-to-day operations.

Lips-Wiersma expands on this idea by using examples from sustainability-focused companies like Interface Carpet, illustrating how organizations can articulate bold visions while implementing practical steps toward achieving them.

She emphasizes the need for meaningful action aligned with organizational values, highlighting the role of leadership in fostering a sense of purpose and direction among employees. Furthermore, Lips-Wiersma encourages leadership to ensure that discussions about meaning in the workplace are grounded in both inspiration and reality, highlighting the interconnectedness of hope and pragmatism in shaping an individual’s sense of purpose and fulfillment at work.

Map of Meaning

The Map of Meaning

The "map of meaning” is a tool co-created by Lips-Wiersma to help organizations talk about and create meaningful work.

In short, the tool is used to externalize and visualize the diverse dimensions of meaning within organizations. It serves as a shared framework for individuals and teams to articulate their personal beliefs, values, and goals collectively. Unlike a management tool or a predefined template, the map of meaning does not dictate what is meaningful but rather facilitates self-expression and reflection.

Individuals are encouraged to fill in the map with their own words and experiences, allowing for personalization and authenticity. By placing the map in a visible location within the organization, such as on walls, individuals are prompted to engage in conversations about meaning, thereby fostering a culture of openness and dialogue.

The map of meaning helps individuals recognize commonalities and differences in their interpretations of meaning, promoting understanding and empathy among team members. It also allows for identifying imbalances in how time and resources are allocated, highlighting areas where meaning may be lacking or in excess.

Final Thoughts

Managing meaningful work can be complicated, especially because it often extends beyond individual fulfillment to encompass broader societal and environmental goals. Sometimes, this means that the pursuit of meaningful work may be at odds with the company's more basic operational goals.

However, when those two processes are integrated successfully, the result can be transformative for both the individual and the company. Using the map of meaning, anyone can create discussions around meaningful work for themselves and others.

Lips-Wiersma also points out the success of the map of meaning throughout many different organizations, not just traditional companies. The tool has been used in prisons, community gardens, schools, charities, and more. Learning to ask the questions presented within the map of meaning will provide value to any person or organization willing to use them.

, ,

Discovering Your Calling: Lessons from Jeffery Thompson

, ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Jeff Thompson, Director of the Sorensen Center for Moral and Ethical Leadership at BYU, where he has also been a professor for over 20 years. Jeff’s calling in life is to assist people in discovering and pursuing their own sense of calling, and his work focuses on meaningful work, particularly in health care.

Thompson has spent his career researching how individuals discover a sense of calling in their work, which he came to through his work helping to make physicians feel valued at work, as well as understanding why medical professionals struggle to work for corporate entities. Ultimately, he is passionate about ensuring that organizations feel safe and that people can express their values at work.

Discovering a Calling

Thompson offers a nuanced definition of a calling, describing it as the intersection of one's natural talents, passions, and a sense of purpose that beckons them. He emphasizes the importance of passion, purpose, and place in defining a calling, drawing parallels to eudaimonic theories of meaningful work.

The idea of a calling can be traced throughout history, finding its roots with Martin Luther in the Protestant Reformation. Prior to Luther's time, work was often viewed as mundane or even burdensome, but Luther introduced the notion that work could be a noble endeavor, a partnership with God to bless humanity. This transformed the perception of work, imbuing it with a sense of purpose and dignity. The term "calling" emerged from this religious context but has since become secularized, with individuals from diverse backgrounds seeking meaningful work experiences.

There are some contemporary challenges with the idea of a calling, as Thompson explains, noting that while there is a widespread desire for meaningful work, there is often ambiguity about who or what is doing the calling. This ambiguity may lead to a sense of entitlement to a fulfilling career without a clear understanding of its origins or implications.

The Popularity of Meaningful Work

In recent years, Thompson says, there has been a surge in interest in meaningful work and finding a calling, especially among students. Thompson explains that, as an educator, he has observed a shift in  students' aspirations towards finding meaningful work. He notes a growing desire among individuals to feel valued and make a meaningful contribution, reflecting an inherent human urge to matter in society.

Transcendent Calling

Thompson also explores the idea of a "transcendent calling," as discussed in a recent article he co-authored with Stuart Bunderson.

Drawing inspiration from Abraham Maslow's theory of self-transcendence, the idea proposes that a transcendent calling occurs when an individual's inner passion aligns with an external purpose or societal need. This alignment represents the pinnacle of motivation and fulfillment, bridging personal fulfillment with broader societal contribution.

Thompson’s own studies reflect this theory, particularly one on zookeepers, which challenged stereotypes about their profession. Despite low pay and challenging working conditions, zookeepers expressed a profound sense of calling and dedication to their work. This dedication stemmed from their passion for animals and their belief in the importance of their role in conservation efforts.

Exploitation in the Workplace

Through this research, Thompson also discovered the idea of “commitment camouflaging”, where employees hide their dedication to avoid exploitation by management.

Thompson says that many people will find value in their work, despite challenging circumstances. Even the jobs that seem the most menial can be imbued with purpose and meaning.

Teachers are among those professionals who often face significant exploitation in the workplace, but many remain committed to their calling due to the importance of their work. According to Thompson, individuals may be able to mitigate the negative effects of such exploitation if they feel a profound sense of calling.

Leadership and a Sense of Calling

Thompson emphasizes the concept of dignity, which highlights the infinite worth of individuals and the importance of recognizing their contributions, especially in the workplace. He suggests that leaders should remain aware of their employees’ desire to find a calling, and they should view that quest as noble.

Therefore, they should strive to honor, reward, and respect that endeavor accordingly for all employees.

Thompson provides a number of ways to put this into practice, including expressing gratitude, offering opportunities for initiative and growth, and fostering a sense of community among like-minded individuals.

Final Thoughts

All employees should feel that their work is respected and their desire for a greater purpose is understood. For anyone who feels their calling is not recognized, Thompson advises seeking support from peers.

He also urges every person to understand that there are risks to the search for a calling, as leaning too far into that desire can cause a severe moral burden that is hard to emerge from.

Meaning is inherently existential in nature and, therefore, it can be difficult to find. It is likely an ongoing quest that will last a lifetime.

, ,

Building a "We Culture": Lessons from Dr. Isaac Prilleltensky

, ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Dr. Isaac Prilleltensky, Mautner Endowed Chair in Community Well-Being and Professor of Educational and Psychological Studies at the University of Miami.

Prilleltensky has led work climate as a dean and vice provost for institutional culture, and his research explores, in part, the topic of mattering.

Meaning vs. Mattering

According to Prilleltensky, there are two key components to mattering: feeling valued and adding value. Feeling valued involves being seen, recognized, respected, and appreciated, while adding value entails contributing to oneself, the workplace, family, or the community.

He aligns his beliefs with the Quest for Significance theory proposed by social psychologist Ira Kurzban, which suggests that many of our actions are driven by a desire for significance and mattering. In that vein, Prilleltensky explains that meaning is essentially a belief, behavior, or commitment in service of mattering. Meaningful activities, such as contributing to a social cause or personal development, provide individuals with a sense of significance and purpose, fostering engagement and a feeling of being alive.

Can Mattering Prevent Burnout?

In short, yes. Prilleltensky highlights Julie Haizlip’s research, which indicates that people often enter fields with high burnout rates, like teaching or nursing, due to their meaningful nature. However, they stay only if they feel valued and can add value. In fact, neglect and devaluation are primary reasons for burnout and turnover in various professions.

Prilleltensky also touches on some practical ways to make employees actually feel valued. He delineates between “me cultures” and “we cultures” within organizations, contrasting focus on individual advancement and happiness in "me cultures" with the collective responsibility and sense of belonging in "we cultures."

It is important to recognize and value the contributions of all employees, promoting a culture where everyone feels they have the opportunity to add something to the organization. This will make employees feel valued and prevent burnout.

Me Culture vs. We Culture

Prilleltensky points out that most people view work as a vehicle for their own advancement, paying little attention to others. That is defined as a “me culture,” driven by a more self-serving approach to the workplace. One is concerned about their own desire to feel valued, but they have little concern about whether anyone else does.

In a “we culture,” Prilleltensky says that one believes we all have the right to feel valued and appreciated. That puts everyone responsible for looking out for and caring for each other. That means not only looking for ways to feel valued but also looking for ways to add value to someone else’s work experience.

When he was Vice Provost at the University of Miami, Prilleltensky says there were faculty councils but no opportunity for staff to come together. So, he created a staff council. They met monthly to discuss any concerns and ensure they felt they were cared for. He also ran workshops where he would ask faculty and staff from across the university to explain how they add value. It allowed them to speak highly of themselves and feel responsible for something greater.

“Give them a chance to speak. Give them a chance to shine. As the asker, you will be rewarded tenfold by the recognition you will get for giving recognition to other people,” he says.

Fairness and Wellbeing

Prilleltensky believes "there's no wellness without fairness.” He explains that justice, experienced as fairness and respect, is crucial for well-being. It influences how individuals feel valued and add value in their personal and professional lives.

Justice profoundly impacts psychological experiences and well-being, suggesting that fostering fairness is essential for promoting individual and societal wellness.

From a practical standpoint, Prilleltensky suggests values clarification exercises, recognition programs, and creating platforms for staff to voice their concerns and contributions. These can have a transformative impact of shifting from a focus on individual happiness to collective well-being and fairness in organizational culture.

Final Thoughts

Prilleltensky encourages everyone to think of one thing they can do when they return to work to feel like they matter and to help others feel like they matter.

He gives an example and emphasizes the impact that one can have by simply gifting one's ear to someone so they can feel seen and heard. He says to ask some open-ended, nonjudgmental questions. Be curious. Invest time in learning about one’s colleagues. All of this will help them feel appreciated, respected, and valued. In turn, it will make you feel rewarded.

, ,

Unlocking Gifts, Strengths, and Potential: Lessons from Dr. Evgenia Lysova

, ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Dr. Evgenia Lysova, the Associate Professor of Organizational Behavior at the Department of Management and Organization, Vrije Universiteit Amsterdam.

Lysova has spent more than a decade researching what makes employees feel their work is meaningful, how people can pursue meaningful careers, and how organizations can aid this process. Her most recent research focuses on the roles that Corporate Social Responsibility and the Future of Work play in the experience of meaningful work.

Meaningful Work, Defined

As Lysova points out, meaningful work can be described in many ways, but she prefers to view it through the lens of subjectivity - as something that anyone can find in their careers.

“So, it's about personal significance, it's about feeling worthwhile in what you're doing and also valued,” she explains.

Within meaningful work, Lysova also touches on the idea of a calling, which is a bit more controversial among scholars. She refers to it as an “extreme way” of looking at meaningfulness because it stems from the belief that an individual feels it is their destiny to do something specific. However, Lysova doesn’t believe this draws one toward a specific career. Instead, she believes a calling encourages someone to use their skills or gifts in a specific way, regardless of their field.

Meaningfulness in Work vs. Meaningfulness at Work

Although these two concepts may sound the same, Lysova points out an important distinction between them based on the research of scholars Michael Pratt and Blake Ashworth.

Essentially, meaningfulness in work arises from the actual role an individual is doing. Lysova uses nurses as an example because their job requires caring for others, which yields an important and meaningful result — saving a life.

Meaningfulness at work is based on the sense of satisfaction or belonging one feels at their job, regardless of the job they are doing. For example, Lysova says one’s company could have some extraordinary social responsibilities that help someone feel they belong at the organization.

Lysova suggests an individual should search for both to find a more holistic version of meaningfulness.

Gifts vs. Strengths

Lysova distinguishes between gifts and strengths, particularly regarding meaningful work and relationships in organizations. She describes gifts as innate qualities individuals are born with or discover over time, while strengths are developed through experience.

This is one area where organizations play a key role in helping individuals find meaning at work. According to Lysova, in order for employees to contribute their gifts and strengths effectively, they need to feel valued and safe at work.

The Framework for Meaningful Work

Lysova’s work has developed a comprehensive framework encompassing various levels of analysis, ranging from individual characteristics to societal influences, to provide a holistic understanding of what constitutes meaningful work.

Individual characteristics - Lysova explains that personal characteristics such as values, beliefs, and needs shape a person’s perception of meaningful work. Not everyone will experience meaning in the same ways, and we need to start here to find the right person-work fit.

Work environments - An individual does not exist in a bubble at work, and therefore, their personal characteristics will always exist within the context of the work environment. This includes job-related factors, such as autonomy and job design, and organizational elements, such as leadership style and organizational culture.

While individuals are ultimately responsible for finding meaning in their work, Lysova says that organizations bear the duty of ensuring a supportive and ethical work environment that is conducive to meaningful experiences.

AI and the Future of Work

As the way humans work changes rapidly with the introduction of new technology, especially artificial intelligence, Lysova expects this will significantly impact social connections within organizations.

As the work landscape changes, Lysova highlights the importance of self-awareness, explaining that individuals should be cognizant of both internal and external factors that contribute to meaningful work experiences. Mindfulness practices and reflective dialogues are helpful means to enhance awareness and foster meaningfulness despite technological advancements.

Final Thoughts

Believe it or not, there is such a thing as looking for too much meaning, Lysova says. Excessive emphasis on finding meaning may lead to adverse effects, which Lysova says organizations must cultivate supportive environments where individuals feel comfortable sharing their experiences without fear of judgment. She also emphasizes the importance of openness and collaboration in creating a conducive environment for meaningfulness, where individuals can share diverse experiences and perspectives.

Lysova says she is still pondering ways to sustain meaningfulness at work over time. While awareness is a key component, she continues her research to uncover more about this topic. As research from Katie Bailey describes, Lysova also agrees there is a temporal aspect to meaningfulness, which can change over time through one’s life and career.

She stresses that sustaining meaningfulness may not necessarily mean consistently high levels but finding ways to navigate fluctuations and return to a satisfactory level.

The Many Paths to Meaningful Work: Lessons from Michael Pratt

In this episode of Meaningful Work Matters, Andrew Soren spoke with Michael Pratt, the O'Connor Family Professor at Boston College in the Carroll School of Management. His problem-centered and process-oriented research explores individual connections to work and collectives like organizations and professions.

Pratt has spent 20+ years studying what makes work meaningful, the diversity in how individuals define meaningfulness in their work, and how organizations can foster deeper meaning among their workforce.

Meaningful Work Defined

How do we define meaningful work? To Pratt, meaningful work is purposeful, significant, and worthwhile. He finds that the question, “What makes my work worth doing?” often helps us understand why it is (or is not) meaningful.

Pratt explains that questions of meaningful work emerged with the Industrial Revolution as an antidote to alienation. In factories and on assembly lines, workers were disassociated from the impact and value of their work, and job design and other meaningfulness strategies were introduced to combat this alienation.

Work Orientations

Pratt explains that work orientation is our internalized evaluation of what makes work worth doing. For example, the cultural push set in motion by Steve Jobs in the mid-aughts that we should all ‘love what we do’ is a way of thinking about a work orientation.

In his research, Pratt has found that there are generally six work orientations, and they each focus on either the self, others, or the work itself:

Utilitarian - ‘I work because I have to.’

Passion - ‘I love what I do!’

Status - ‘I want to climb the ladder.’

Service - ‘I work for a cause beyond myself.’

Kinship - ‘I work because of those I work with.’

Craftsmanship - ‘I want to produce the best work.’

Many of us have more than one dominant orientation which can evolve over time. Work orientation can also shift across cultures, and through time depending on where we are in our lives and what is most important to us.

Cultural Influences on Meaningful Work

The first place we learn about meaningful work is probably from our families. From there, religion, social media, TV and movies play a large influence on what we consider meaningful.

Think of the example set by the character Gordon Gecco in the movie Wall Street: ‘Greed is good.’ It’s harder to imagine a corporate leader touting this sentiment today as more and more companies declare that the purpose of business should not just be about satisfying shareholders, but that profit must be paired with a focus on people and the planet as well.

Pratt offers three ways to consider culture’s influence on meaningfulness:

  • Push: We adopt what we learn in our environment, which is pushed upon us and becomes how we think.

  • Pull: We seek meaningfulness to feel better and more fulfilled in our careers.

  • Move: We enter a space looking to change culture to create meaningfulness. (Pratt calls this the ‘cultural entrepreneur’).

Pratt emphasizes that we should all remain open to a broader interpretation of what meaningfulness looks like in other’s work and careers.

In North American we have a tendency to shame those who don’t subscribe to a calling orientation driven by either passion or service. Why should we shame someone who sees work in a more utilitarian way as a vehicle to support what they really care about? The reality is that all work orientations can be valuable. Seeing how different people find meaning in work brings greater viewpoint diversity to our workplaces, which may even help protect employees from burning out or being exploited for their passion.

Do We Consciously Choose a Work Orientation?

Pratt suggests that those of us who are unhappy in our work lives should consider reflecting on our work orientation and how culture influences our choices or perceptions.

You may consider:

  • What parts of your job do you find more energizing, interesting, or fulfilling?

  • Can you implement job crafting techniques to help?

Advice for Organizations

Pratt offers a helpful reminder: not everyone views work the same way.

For organizations, he recommends first evaluating what work orientations are currently present amongst your staff. Next, consider how you’re appealing to diverse orientations. For example, are there opportunities for a teammate subscribing to kinship to connect and collaborate with others? Or for a utilitarian teammate to add a few more responsibilities in exchange for a pay bump?

Ideally, the approach should be tailored to your workforce in a way that reflects the diversity of the team.

Final Thoughts

Pratt sees an upward trend towards considering meaningful work more. Questions like: How does work show up in my life? How is my work meaningful? What is making my work less meaningful?

There are many ways to make work meaningful, and they’re all legitimate.

Resources to explore:

Check out the Job Crafting Exercise

Connect with Michael! He’s happy to share more resources directly.

, , ,

Work-Family Interface: Lessons from Joe Grzywacz

, , ,

In this episode of Meaningful Work Matters, Andrew Soren spoke with Joe Grzywacz, the Associate Dean of Research and Faculty Development at San Jose State University in the College of Health and Sciences. His research expertise lies at the intersection of work and family life and their profound impact on health and well-being.

Grzywacz recognized early in his career that work can be a challenge to push through, but at other times, it can be a place to flourish and do well. The key difference is how work is designed and positioned to achieve the latter.

Midlife in the United States (MIDUS)

Grzywacz has been deeply involved in a landmark research project called Midlife Development in the U.S. (MIDUS). Since it started in 1995, this national longitudinal study of health and wellbeing has aimed to understand successful aging. MIDUS is unique because it measures social, biological, economic, and psychological factors across disciplines. Today, it is one of the largest studies of its kind, funded by the National Institute on Health.

Grzywacz oversees all areas related to the topic of work within the study - a critical factor for understanding health and well-being, given that the average person spends more time at work than just about anywhere else across the lifespan.

The Design of Work

There are different ways to think about the design of work. The National Institute for Occupational Health and Safety, for example, looks at job characteristics, which, boiled down, include buckets like:

  • What are the opportunities workers have on the job to exercise control or decision-making regarding their work?

  • How much external pressure or demand is put on workers?

  • Is what I am doing meaningful, or does what I am doing matter in a lasting way?

  • Am I treated fairly and equitably?

Grzywacz notes that these job characteristics are often very different for black and brown individuals, for younger workers compared to older workers, for men compared to women, etc. The job market is segregated in many ways that tend to benefit some people and not others.

The Impact on Psychological Well-Being

Based on about 40+ years of research, there are substantial consequences when these fundamental characteristics are unmet. These characteristics are tied to a concept called cognitive reserve. If you think of your mind as a muscle, the more you use it, the longer it will stay robust and healthy.

Likewise, many of these job characteristics are linked to how well your cognitive functioning holds up later in life and how physical health plays out in the face of chronic disease.

To Grzywacz, it’s crystal clear that work underlies our health and well-being, even if it takes a bit to catch up to us.

The Work-Family Interface

The work-family interface is all about how our jobs and families intersect. Grzywacz highlights that the two influence each other in various ways - sometimes good, sometimes bad.

On the one hand, we are caretakers and loved ones within a family structure, and on the other, we are operating in an economy that likely requires us also to be a worker. We are often splitting our time to satisfy both roles.

Finding a balance between these two important roles can be a challenge for all of us at one point or another. However, as Grzywacz explains, the synergy between work and life can also be enriching. In the Western world, this works very well. For example, for those who earn a living wage, or even a climbing wage, that’s a form of work-family enrichment because our work life ends up benefitting our family life.

Those with a synergistic or enriching work and family life have higher levels of well-being - and that is associated with less chronic conditions and lower stress levels, etc. A positive work-life interface benefits individuals, their families, organizations, and society.

Cross-Cultural Differences

According to Grzywacz, the research shows that job characteristics are relatively universal across cultural contexts.

By contrast, there are distinctive cultural differences when combining work and family. In the US, we’ve lived a ‘segmented reality’ throughout the industrial area. This means we spend 8 hours a day at work, then come home and attend to home life. In the US, work tends to be viewed as a different space than our family life.

The US is relatively unique in this separation. Other parts of the world see work and family as more integrated. For example, one might say they work for their family, and their commitment to their family is reflected in their work.

The Research on Alienation

Another area of Grzywacz’s research is alienation. This refers to when a worker is separated or alienated from the more significant impact, meaning, or context of their work AND the other individuals who are part of the final product.

The evidence tells us that alienated work is linked to a variety of mental health including depression. We have only recently connected this concept to the biology of successful aging. People with higher levels of alienated work show more wear and tear on their bodies at an organ and tissue level than those who experience less alienation at work.

Final Thoughts

In wrapping up, Grzywacz offers a reflection on pursuing meaningful work. He urges listeners to consider the balance between seeking meaning in work and finding contentment with what they have. He posits that while meaningful work is important, the constant chase for the 'perfect' job can lead to dissatisfaction and overlook the value of other life domains.

For further exploration:

  • Mid-Life in the United States - link

, ,

Humans First, Workers Second: Lessons from Sara Steffens

, ,

This Meaningful Work Matters episode features Sara Steffens, Director of the Worker Power Coalition. Steffens is a longtime unionist who has built her life and career around employee activism. She organized her ‘home union,’ Communications Worker of America, in 2008 and has continued to advocate for worker’s rights, decency, and dignity.

All Work Has Dignity

In the context of labor relations, Steffens believes every job is meaningful and important, and all work has dignity. However, not every workplace treats its workers as though their jobs are important and meaningful.

She points out a common disconnect between workers who care deeply about what they do and employers who do not ‘match’ this commitment with decency. A decent workplace, according to the UN’s International Labour Organization, fosters freedom, equity, security, and dignity at work.

Steffens feels this complicated divide is often what unions attempt to bridge through organizing.

Meaningfulness In The Absence of Decency

Should we even talk about meaning if we don’t have decency?

Steffens urges us to remember that most people still care about their work and integrity, even when decency is absent. When there is a high level of decency, meaningfulness may be what work adds to your life, such as role modeling for your children, a connection to the community, or flexibility in caring for a parent or partner.

However, Steffens adds that workers will struggle when there is meaningfulness but not decency because work affects us as humans. In this way, decency must be in place.

When Meaningfulness is Exploitative

There are countless positives to meaningful work: higher commitment, better performance, corporate citizenship, higher retention, less absenteeism, more creativity, and others.

We also know there is a dark side. When there is a high moral stake in one’s work, our passion for work can become an obsession, and the boundaries between work and life disappear. Organizations. In these contexts, employees are prepared to work harder and will do so for less because the work in and of itself is so important. Deliberately or not, organizations have been shown to turn this passion into exploitation.

Steffens reflects on her experience as a former journalist, her passion for her work, and how she felt exploited based on her commitment. This ultimately led her to organize her workplace, which has been the story for many other unions.

Enabling Conditions For Meaningful Work

Unions are often skeptical of consulting firms (like Eudaimonic by Design) that offer well-being and resilience programming. When not positioned correctly - telling an employee that it’s their responsibility to maintain their well-being or resilience in the face of workplace challenges can be tantamount to gaslighting or blaming employees for their own burnout.

Steffens emphasizes that for these types of well-being initiatives to be successful, there should be a baseline level of decency and respect toward workers. These programs can and should extend the employer’s commitment to caring for its workforce.

A ‘Both And’ Situation

The boom of mindfulness and well-being apps being leveraged by employers may be an opportunity to question why we may need these tools at work. While personal resources are essential, employees should also have enabling conditions so they don’t have to manage such things. It shouldn't be an ‘either-or’ but a ‘both and.’

Steffens says there are too many instances where workers are not initiating mindfulness or well-being measures. While these offerings are meaningful, if they are not what employees want or need, then how meaningful are they? Steffens feels this would be better received if workers organized (through a union, ERG, committee, etc.) and spoke to leadership about what they know would be helpful.

The Pandemic’s Impact on Well-Being

Steffens feels the pandemic was a clarifying moment for many workers. Particularly for those on the front lines, it was made clear that they were ‘just dollars and cents’, and this realization cannot be unseen.

There has been a fundamental shift in what people will ‘put up with for money’. Steffens doesn’t feel workers will ever go back to certain practices and that employers who’ve tried to return to the way things were are met with much more resistance.

Lastly, there’s a new acknowledgment of employees’ humanity. We’ve now seen our colleagues as real people managing a household - our ‘work-life’ and ‘personal life’ can coexist. Steffens feels this is a good thing for all of us, as ignoring our personhood at work was never helpful.

The Role of Policy and Meaningful Work

For Steffens, the most significant role of the US government in this context is to set standards for decency and dignity at work that our capitalist system will not. In the past, this looked like safety standards and child labor laws.

Today, it also includes the One Fair Wage movement and preventing harassment and discrimination. Steffens also touches on policies that legally protect workers' right to organize, form unions, collectively bargain, and strike if needed.

The Case for Employee Activism

Steffens reflects on her experience of organizing her workplace as a highly positive personal experience. She developed close relationships with her co-workers, adding meaning to her work, and referred to them as ‘like a family’.

Organized workplaces tend to band together and support each other meaningfully. Standing up for policy and integrating activism at work fosters a sense of purpose and collective commitment based on Steffens’s experience.

When union organizing works, it’s rooted in respecting people’s dignity. Every job is valuable, even for those who may not consider the work as particularly meaningful. We undervalue many jobs as a society, but they all contribute to our global connection as humans.

Further resources to explore: