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.

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:

• Mijeong Kwon's Personal Website

• University of Colorado Denver Business School

• Connect with Mijeong Kwon on LinkedIn

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…

• Leader Character Framework

• The Effective Leader Framework (3 Cs)

• “Character: What Contemporary Leaders Can Teach Us about Building a More Just, Prosperous, and Sustainable Future”

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.

Leading Meaningful Work: Lessons from Wes Adams and Tamara Myles

In this episode of Meaningful Work Matters, Andrew speaks with Tamara Myles and Wes Adams. Myles and Adams discuss impact potential, recruiting for values, and fostering personal connections. They point out that adopting these behaviors can make workplaces more harmonious and productive.

Myles and Adams have been researching and working with organizations and leaders to understand how to bring meaningful work to life for decades. They believe meaningful work is essential for career well-being and that enjoying what we do daily contributes most to our overall well-being. When we know how what we do matters and that we matter, we are more productive, motivated, and happier in both our work and personal lives.

What is Meaningful Work?

According to Adams and Myles, meaningful work refers to work that is not just personally fulfilling but also positively impacts others and contributes to a greater sense of purpose or mission.

Myles explains, "When we spend half of our waking lives working, there's no reason why that work shouldn't be meaningful. When we know how what we do matters and that we matter, we experience a greater sense of meaning in life. Meaningful work contributes not only to our well-being and happiness but also to productivity and motivation at work."

Adams adds that meaningful work is not just about having a strong sense of purpose or mission but also about having a sense of autonomy, mastery, and connection to others in the workplace.

The Role of Leaders in Creating Meaningful Work

Myles and Adams believe leaders are crucial in creating meaningful work within their organizations. The top six leadership practices correlating to employees experiencing meaningfulness at work are focusing on impact, recognizing and nurturing potential, values-aligned hiring, acting with integrity, exercising a growth mindset, and fostering personal connections.

The Importance of Self-Awareness in Finding Meaningful Work

While leaders are essential in creating a culture that fosters meaningful work, Adams and Myles also emphasize the importance of self-awareness in finding meaningful work. Adams explains, "We all have unique strengths, values, and interests that shape what we find meaningful and fulfilling in our work. That's why it's so important to take the time to reflect on what's important to us and what we want to achieve in our careers."

Myles adds that self-awareness also involves honesty about what we're willing to tolerate in our work. "Sometimes we may find ourselves in a job that's not aligned with our values, or that doesn't allow us to use our strengths. In those cases, we need to be honest with ourselves about whether we're willing to make changes to find greater meaning and purpose in our work."

Tips for Finding Meaningful Work

Based on their research and experience, Adams and Myles offer actionable guidance for finding meaningful work:

1. Reflect on your values, strengths, and interests. Take the time to identify what's truly important to you and what you're passionate about. Look for ways to incorporate those values, strengths, and interests into your work.

2. Seek out opportunities for growth and development. Look for ways to develop your skills and expertise through training programs, mentorship, or on-the-job learning opportunities.

3. Connect with others in the workplace. Foster relationships with colleagues and seek out opportunities for collaboration and teamwork.

4. Be willing to take risks and make changes. Sometimes, finding meaningful work requires taking a leap of faith or changing your career path. Be open to new opportunities and be willing to take risks to find a career that aligns with your values and interests.

5. Advocate for yourself. Don't be afraid to speak up and advocate for what you need to find greater meaning and purpose in your work; whether asking for more autonomy or seeking out a new role that better aligns with your strengths, advocating for yourself is essential to finding meaningful work.

Conclusion

Myles and Adams believe that finding meaning in one's work is essential for well-being and happiness. They suggest leaders can create meaningful work within their organizations by providing autonomy, mastery, purpose, connection, and progress opportunities. By doing so, leaders can help employees feel valued and connected to the organization's mission and motivated and engaged in their work.

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Guest Bios

Wes Adams is a seasoned organizational transformation expert who collaborates with high-performing companies, guiding leaders in developing skills that enhance team performance.

With two decades of experience in successful ventures and consulting for Fortune 500s, startups, and NGOs, Adams has worked with notable clients such as Microsoft, KPMG, and the United Nations. His impactful work has been featured in major publications like the New York Times and Forbes.

As a Master Facilitator for the Penn Resilience Program and a featured speaker at South by Southwest Interactive, Adams is dedicated to fostering cultures that enable employees to find meaning and purpose in their work.

His passion for social impact is evident in his production of HBO's documentary The Out List and his book of interviews on the climate crisis, I Am EcoWarrior.

Tamara Myles is a highly accomplished consultant, trainer, and international speaker with over two decades of experience specializing in elevating business performance. She focuses on productivity and meaningful work, helping leaders cultivate thriving team cultures and drive organizational growth.

Myles's client roster includes Best Buy, BlackRock, Google, KPMG, Microsoft, Brigham and Women’s Hospital, and Unilever. She is also the author of The Secret to Peak Productivity, a guide based on her proprietary Peak Productivity Pyramid™ system, translated into several languages.

Her impactful work has been featured in major media outlets such as USA Today, SUCCESS, Business Insider, Forbes, and the New York Post.

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For those seeking further exploration

• The book Drive by Daniel Pink explores the role of autonomy, mastery, and purpose in motivation and engagement at work.

• Adams and Myles co-run a consulting practice called, ‘Make Work Meaningful’: makeworkmeaningful.co

The Meaning of Meaningful Work: Lessons from Michael Steger

In this episode of Meaningful Work Matters, we chat with Michael Steger, a luminary in the realm of meaningful work and life.

Steger, a Professor of Psychology and Founding Director of the Center for Meaning and Purpose at Colorado State University delves into the intricacies of finding coherence, purpose, and significance in our personal and professional lives.

Personalization of Meaning:

The podcast begins by emphasizing the highly individualized nature of finding meaning in life and work.

Steger points out that each person's journey to discovering purpose is shaped by their unique experiences, values, and aspirations. This personalization of meaning challenges the one-size-fits-all approach and encourages leaders to recognize and honor the diverse paths employees may take in their search for significance.

Dimensions of Meaning:

Steger introduces listeners to the four critical dimensions of meaning: coherence, purpose, significance, and mattering.

He explains that coherence involves understanding one's life and place in the world, while purpose is about having a sense of direction and motivation. Significance, on the other hand, relates to the feeling that one’s life has inherent value. A fourth dimension of mattering - related to how one adds value, has also emerged more recently in the literature.

This framework helps in demystifying the often abstract concept of meaning, also helping individuals and practitioners understand that there are multiple paths to meaning for all of us.

Steger argues that meaningful work should contribute positively to the broader venture of one's life, aligning with personal values and goals. This perspective shifts the focus from mere job satisfaction to a more holistic view of how work integrates into and enriches an individual's life.

Leadership and Meaningful Work:

The role of leadership in creating environments conducive to meaningful work is another focal point of the discussion.

Steger introduces the 'CARMA' model – a framework comprising clarity, authenticity, respect, mattering, and autonomy – as an evidence-based guide for leaders. This model emphasizes the importance of clarity of communication, authentic interactions, mutual respect, recognizing how each employee’s contribution matters, and allowing autonomy.

These leadership behaviors have been shown to cultivate workplaces where employees feel valued, understood, and connected to their work on a deeper level.

They have also been shown to increase an employee’s willingness to recommend their workplace as a great place to work to others.

Systemic Perspective on Meaningful Work:

It is important to take a systemic perspective to meaningful work. Steger stresses the need to consider the broader societal and organizational contexts that shape individual experiences of meaning at work. This underscores the complexity of the issue and the necessity for leaders and organizational practitioners to be aware of the various external factors that can impact the sense of meaning and purpose employees find in their work.

This episode of "Meaningful Work Matters" is filled with insights for anyone committed to creating a more meaningful work environment. The conversation not only sheds light on the nuanced nature of meaning in work but also offers practical strategies for fostering an enriching workplace. For organizational leaders and practitioners in positive psychology, Steger’s perspectives serve as a valuable guide in the quest to enhance the sense of purpose and fulfillment within their organizations.

Resources:

Michael Steger: Laboratory for the Study of Meaning and Quality of Life

Meaningful Work is about Much More than Purpose

Meaningful Work, Well-Being, and Health: Enacting a Eudaimonic Vision