People Over Perfection: Lessons from Steve Leventhal

This Meaningful Work Matters episode features Steve Leventhal, founder and CEO of WorldBeing. Leventhal shares his perspective on the role of meaningful work within a global social impact organization.

Before pursuing this work, Leventhal had survived a near-fatal car crash, which shifted his perspective on work and his purpose in life. He founded WorldBeing, which he runs alongside his wife, Kate Sachs Leventhal, to empower under-served adolescent youth, especially girls and young women, to help them unleash their inner potential and thrive despite adversity and conflict.

In 2019, Leventhal received the ‘Outstanding Practitioner Award’ at the 2019 World Congress of Positive Psychology for advancing positive psychology practices in ethical and evidence-based ways.

Operationalizing Organizational Values

Leventhal discusses WorldBeing's unique approach, which focuses on developing internal skills and empowering individuals from the inside out. Their programs aim to reimagine self-identity and build emotional intelligence, communication skills, goal-setting abilities, and more. This contrasts with traditional international development approaches that focus more on external infrastructure development.

Leventhal and his organization have built internal training programs that mirror those facilitated externally to foster a deeper connection between the beneficiaries of WorldBeing and its facilitators and ensure the authentic adoption of values within the organization.

The Dark Side of Meaningful Work

Leventhal shares that he has seen the ‘dark side’ of meaningful work due to the challenges and issues his organization aims to address, which are pervasive and devastating to witness. He notices a difference between people who can approach the work from a place of love versus anger. While the anger is justified, it’s an unsustainable resource. Love, connection, and empathy have a more inexhaustible energy to put towards the work. That’s where Leventhal feels the approach to meaningful work must remain intentional and mindful, or else it can easily ‘take you over’.

What The Research Says

There are numerous positives to engaging in deeply meaningful work from a retention, engagement, and performance perspective. However, when the work has a very high moral stake, there is a higher likelihood that people will ‘give it their all’. As Bob Vallerand would describe it, they can go into ‘obsessive passion’ mode. That effort can open them up to work harder and for less, leading to burnout, compassion fatigue, empathy overload, etc.

Carrie Oelberger, who has studied the dark side of meaningful work, particularly for those who work in international aid. The mediating factor that Oelberger uncovered is a concept called ‘boundary inhibition’. This is when meaningful work takes over one’s life and annihilates the boundaries between work and life. The exception is when there is a deep values alignment between the worker and their closest personal relationships. In some ways, the values alignment can make the work even more meaningful and enjoyable.

Leventhal leads WorldBeing alongside his wife, and expresses immense gratitude and appreciation for participating in this work with his partner. The research rings true!

Co-Creating A Shared Values System

Leventhal reflects on the early days of founding his nonprofit and walking a fine line between pushing his envisioned values and listening to what his staff wanted to emulate and foster. At the time, his staff did not have the experience of working for an organization that asked the questions he did, such as: What kind of place do you want this to be?

They mutually landed on values like authenticity, deep listening, forgiveness, and empathy while insisting on accountability. The culture at WorldBeing is a living and breathing result of Leventhal’s vision that also reflects his workforce's genuine aspirations and sentiments.

Leventhal leaves us with two of his organization’s guiding principles: every moment is a choice between love and fear, and perfection is not an option.

For those seeking further exploration:

The Dark Side of Deeply Meaningful Work - Carrie R. Oelberger

The Two Faces of Persistence - Robert J. Vallerand, Tanya Chichekian, Jeremie Verner-Filion, and Jocelyn J. Belanger

Donate to WorldBeing here!

Transcendent Values and Peak Experiences at Work: Lessons from Scott Barry Kaufman

In this episode, Andrew speaks with Scott Barry Kaufman about transcendence, humanism, and what Abraham Maslow would have thought about meaningful work today.

Scott has done groundbreaking research on intelligence, creativity, and human potential. He is the founder and director of the Center for Human Potential and the founder of Self-Actualization Coaching. Scott is interested in using his research, podcast, teaching, and coaching to help all minds live a creative, fulfilling, and self-actualized life. His early educational experiences made him realize the deep reservoir of untapped potential of students, including bright and creative children diagnosed with a learning disability.

Over the last few years, Scott has dug deep into the work of Abraham Maslow. In this conversation, we hear why Maslow never would have described our human needs as a pyramid. Instead, our journey to self-actualization and transcendence is more like a sailboat. The hull represents our needs for safety, connection, and self-esteem — keeping us floating on top of the water. Our sails fueled by exploration, purpose, and love — provide us a system of growth that allows us to travel great distances.

As the conversation deepens, Scott shares Maslow's vision for the psychology of the peace table, reflecting on the urgent need to understand human nature, division, and the potential for peace. The episode resonates with wisdom, challenging listeners to reconsider their perspectives on work, growth, and the profound possibilities embedded in meaningful living.

Potential and Limiting Beliefs

Kaufman's interpretation of Maslow's work focuses on being 'fully human' rather than just self-actualized. A central theme here is the concept of potential. Kaufman critiques the conventional, limiting notions of potential shaped by societal influences like education and management and advocates for a more dynamic understanding of potential, emphasizing hope and the importance of recognizing individuals' diverse and often hidden potential. This perspective encourages professionals to look beyond traditional markers of success and see potential as a constantly evolving attribute.

The Sailboat Metaphor: A Journey of Self-Actualization

Kaufman introduces the sailboat metaphor to describe Maslow’s journey of self-actualization. Unlike the pyramid, a sailboat represents the dynamic balance between safety and growth needs. The boat's hull is our system of security, made up of our needs for safety, connection, and self-esteem. This keeps us floating on the water, brings stability, and establishes the vessel for our journey toward self-actualization. The boat's sails are our growth system, made of our needs for purpose, exploration, and love - giving us the power to travel great distances on our journey.

Illustration by Andy Ogden

Kaufman underscores the importance of viewing these elements as part of an integrated system, where each aspect influences and is influenced by the others.

Theory Z

When Maslow was writing, there were debates about Theory X vs. Theory Y in the management literature. Theory X posited that workers are best motivated by a carrot-and-stick approach — punishment for poor performance and rewards for good performance. In contrast, Theory Y suggested that workers are intrinsically motivated and perform best when internally rewarded. Maslow introduced Theory Z, suggesting that workers are motivated by transcendence. This theory implies that beyond extrinsic rewards (Theory X) and intrinsic motivation (Theory Y), there is a higher level of motivation where workers are driven by the desire to achieve self-actualization and to align their work with their highest values. Maslow saw that work could be a place that nurtured human potential, self-actualization, and the integration of personal growth.

Final Thoughts

Reflecting on Maslow's vision, Kaufman discusses the "psychology of the peace table." Just after Pearl Harbor, Maslow witnessed a parade and felt a profound sense of not understanding the forces that drive human conflict, such as the motivations of Hitler, Stalin, and others. This moment made Maslow realize that he wanted to devote the rest of his life to understanding the psychology of peace. Maslow envisioned a peace table where people would sit and discuss human nature, hatred, war, peace, and brotherhood. This vision was driven by the belief that understanding these fundamental aspects of human nature could lead to progress in achieving peace. The psychology of the peace table implies a deep exploration into the aspects of human nature that lead to conflict and division, as well as those that can foster peace and unity. This is the ultimate meaningful work - work that has never been more needed for us as people or for the planet.

For those seeking further exploration:

• "Transcend: The New Science of Self-Actualization" by Scott Barry Kaufman

• Jane E. Dutton's work on high-quality connections in the workplace - link

• The Psychology Podcast with Scott Barry Kaufman

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

Time, Meaning and Existential Labour: Lessons from Katie Bailey

This Meaningful Work Matters episode features Dr. Katie Bailey, a Professor of Work and Employment at the King’s College London. Her research focuses on meaning and purpose at work, temporality and interstitial times and spaces in organizations, employee engagement, and strategic human resource management.

Katie takes us on a tour of the various ways that meaningful work has been defined in the academic literature, the ways that time truly matters when it comes to finding meaning at work, and how we can create an ethical environment for meaningful work by reducing the gaps between what we say and what we do when it comes to designing roles, tasks, interactions, and building organizational cultures that support individuals as they pursue meaningful work.

The Multi-Faceted Nature of Meaningful Work

Bailey has spent years exploring the complexity of meaningful work in research and practice. She emphasizes that meaningful work goes far beyond job satisfaction or employee engagement because it is intertwined with our most human sense of identity and purpose. She notes that in the literature, there are many different definitions of meaningful work, but they can be primarily broken down into two broad perspectives:

1. Subjective Dimension: From one perspective, meaningful work is seen as subjective, essentially down to the individual. It's in the eye of the beholder, where people decide daily whether their work is subjectively meaningful to them. Psychologists who regard meaningful work as an attitude similar to job satisfaction often hold this view. It's a personal assessment based on individual feelings and perceptions.

2. Objective Dimension: The other perspective views meaningful work as an objective attribute that some jobs have and others don't. This view is shared by sociologists, ethicists, and political theorists. They believe that society objectively determines meaningful work, with specific attributes that make it meaningful. These attributes include autonomy, dignity, freedom, and receiving feedback. Jobs possessing these characteristics are considered meaningful objectively, regardless of an individual's feelings or perceptions.

Source: Lips-Wiersma, M., & Wright, S. (2012).

Four Pillars of Meaningful Work

Bailey points to the work of Marjolein Lips-Wiersma, who maps meaningful work into four key pillars: contribution, belonging, self-actualization, and being your best self. These pillars provide a roadmap for individuals and leaders to assess and enhance the meaningfulness of their work. Contribution emphasizes the impact of one’s work on the greater good while belonging underscores the importance of community and connection in the workplace. Self-actualization speaks to the personal growth and development that work can foster, and being your best self highlights the alignment of work with one’s core values and strengths.

The Role of Time in Finding Meaning

Bailey’s insights into the temporal aspects of meaningful work are pioneering. She highlights how autonomy and the freedom to manage one's time can significantly influence the sense of fulfillment in one's job. However, her latest research explores how the ability to see past contributions or future impact can all influence perceptions of meaningfulness. Bailey shares a fascinating example of her research with stonemasons repairing centuries-old cathedrals in the UK. By seeing the "banker marks" left by prior workers hundreds of years ago and knowing their marks would be viewed similarly far into the future, stonemasons tend to feel a profound long-term connection to their work.

The Double Edge of Meaningful Work

Bailey points out many positive benefits to individual well-being and organizational performance when people are engaged in meaningful work. Still, there are dark sides to meaningful work, which are essential to be aware of. She highlights two key aspects:

1. Sacrifices for Meaningful Work: Bailey points out that when individuals see their work as deeply meaningful, they might be willing to make detrimental sacrifices to their well-being. This suggests that pursuing meaningful work can sometimes lead to neglecting personal health, work-life balance, or other aspects of life, as the individual becomes overly invested in their work.

2. Existential Labor: Another concept Bailey discusses is "existential labor." This occurs when organizations put intense cultural pressure on employees to find their work meaningful. Employees might be continually told that their work is meaningful and fulfilling. However, if they don't genuinely feel that sense of meaningfulness, they may start acting as if they find their work meaningful when they do not. Existential labor is the act of pretending or performing to meet external expectations. It can be seen as a form of emotional labor where employees must manage and modify their emotions and expressions to align with organizational expectations, even if these do not reflect their true feelings.

Ethical and Practical Insights for Fostering Meaning

Bailey emphasizes the importance of organizations creating an environment that enables individuals to find their version of meaningfulness. Bailey discusses the critical role of leaders in creating an environment where meaningful work is accessible to all. This involves a commitment to ethical leadership practices, prioritizing employee well-being, and aligning organizational goals and job design with espoused values. From a practical standpoint, Bailey suggests ways to embed meaningful work into the fabric of organizational culture. This includes designing roles that provide a sense of significance, encouraging positive interactions among team members, and aligning tasks with a clear and compelling organizational purpose. These strategies are essential for leaders aiming to reconcile personal values with work demands and those seeking to manage stress and prevent team burnout.

Final Thoughts

Katie Bailey’s profound insights on meaningful work remind us that the journey to finding meaning in our professional lives is deeply personal yet universally impactful. Meaningful work is not just about the tasks we perform but also about the environment we cultivate, the relationships we build, and the ethical considerations we uphold.

As professionals and leaders striving for positive change, let's embrace the responsibility of creating an ecosystem where every individual can discover what meaningful work means to them. In doing so, we enhance our experiences and contribute to a culture of well-being and purpose that extends far beyond the walls of our workplaces.

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For those seeking further exploration:

• The Oxford Handbook of Meaningful Work

• Meaning and Purpose Network (MaPNet)

The Virtuous Organization: Lessons from Kim Cameron

This Meaningful Work Matters episode features Kim Cameron, a renowned expert in positive organizational scholarship and a faculty member at the University of Michigan's Ross School of Business.

Andrew and Kim discuss the essence of virtuous organizations and the incredible transformation they can bring about. Kim shares insights from his extensive research, including eight key dimensions pivotal in fostering an organization's virtuousness. From gratitude and appreciation to trust and integrity, these dimensions create a holistic environment for individuals to flourish.

Discover inspiring real-life stories of organizations that have embraced virtuousness in their cultures, even during challenging times like downsizing or a pandemic. This conversation with Kim Cameron is a must-listen if you want to understand how virtuous organizations can positively impact performance, well-being, and culture.

Stay connected with Meaningful Work Matters on your favorite podcast platform. Hit that "Follow" button to receive timely updates on new episodes and bonus content. If you love what you hear, take a moment to rate the podcast and leave a review. It helps us reach more listeners and build a community around meaningful work.

Positive Deviance Defined

Kim Cameron has been one of the driving forces behind Positive Organizational Scholarship (POS), an area of research that explores the what, how and why of positively deviant organizations. Organizations that are positively deviant go way beyond the usual expectations or norms. Not only do they achieve bottom-line performance, they also enact virtuous behavior, cultivate positive work culture, foster resilience, create inclusive growth and foster sustainable practices.

The Eight Dimensions of Virtuousness

Cameron identifies eight dimensions that contribute to virtuousness within organizations. These dimensions, when institutionalized, have been directly linked to high performance.

1. Gratitude and Appreciation: Recognizing employees' contributions through gratitude practices that make people feel valued and valuable.

2. Dignity and Respect: Work environments where all individuals are treated with dignity and are respected for their inherent worth.

3. Support and Compassion: Providing empathetic support to employees, especially when facing challenges or difficulties.

4. Caring and Concern: Closely related to compassion, it creates an environment where employees feel their well-being is a priority.

5. Meaningfulness and Purpose: having a profound organizational purpose beyond transactional objectives and ensuring employees find meaning by understanding how they contribute to it.

6. Positively Energizing Activities: Fostering positive energy through activities and behaviors that help others to dream, do, become, learn, and flourish.

7. Forgiveness and Understanding: Fosters a culture where mistakes are seen as opportunities for growth and learning, promoting an atmosphere of forgiveness.

8. Trust and Integrity: Ensuring that the organization operates with honesty and ethical principles, which in turn builds trust among employees and stakeholders.

These eight dimensions collectively contribute to an organizational culture that is not just focused on achieving financial success, but also on fostering a positive, virtuous, and supportive work environment. This holistic approach to organizational success is what differentiates such organizations and leads to exceptional performance across various metrics.

Virtuous Organizations in Action

In Derby, Connecticut, Griffin Hospital faced severe challenges, including a reputation for poor service, particularly in its OBGYN department. The crisis escalated when a respected director of operations, Pat Charmel was fired, sparking staff uproar. Employees, valuing Charmel's leadership, boldly interrupted a board meeting, demanding his reinstatement and the executives' dismissal. The board acquiesced, appointing Charmel as both President and CEO.

Charmel quickly addressed the hospital's negative image and discovered financial mismanagement by the previous CEO. Facing potential bankruptcy, he had to make tough decisions, including downsizing, which affected some of his strongest supporters.

Despite these hardships, Charmel's compassionate approach and strategic leadership turned the hospital around. Under his direction, Griffin Hospital recovered and thrived, especially during the pandemic. It prioritized community health by providing COVID testing and vaccination services to vulnerable populations, emphasizing virtuous, community-focused actions over immediate profit.

Courageous Leadership in Virtuous Organizations

To truly listen and be innovative like Pat Charmel requires taking risks. Cameron talks about the kind of courageous leadership and unequivocal support from the top that is required in virtuous organizations. However, change cannot be top-down only; it needs involvement and buy-in from all levels. That means that a critical attribute of leadership in virtuous organizations is the capacity to cultivate a culture of support, innovation, and inclusive change.

Positive Energy and Resilience During Adversity

Cameron illustrates the point by discussing the University of Michigan's Business and Finance Group, where ‘positive energizers’ were identified and empowered to effect change. The energizers were tasked with a challenge to spread positive practices across the organization. These practices ranged from small gestures like bringing flowers to larger systemic changes like reward system overhauls. Remarkably, even during the pandemic, this approach led to significant improvements across various dimensions, proving that positive energy and innovative, people-focused initiatives can build resilience and drive improvement, even in adversity.

Ethics and Empirical Evidence in Virtuous Organizations

Discussing the ethical dimensions of virtuous organizations, Cameron places ethics as a mid-point in a continuum, with unethical behavior on one end and virtuousness on the other. He advocates for organizations not just to avoid harm but to actively do good. Cameron argues that empirical evidence showing the positive impact on bottom-line results can inspire leaders to adopt virtuous practices.

Cameron’s insights highlight the transformative power of virtuousness within organizations. By institutionalizing positive practices, organizations can achieve extraordinary outcomes while fostering employee flourishing.

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For those seeking further exploration:

• Center for Positive Organizations at the University of Michigan

• Kim Cameron's Books on Positive Leadership and Organizational Scholarship

Decency, Dignity, and Meaningful Work: Lessons from David Blustein

Our latest episode explores the profound insights of Dr. David Blustein, a professor and Golden Eagle Faculty Fellow at Boston College in the Lynch School of Education and Human Development.

Dr. Blustein has spent decades studying the psychology of working. His work primarily focuses on individuals on the margins of the workplace, emphasizing the challenges faced by those in less visible or traditionally undervalued jobs.

Blustein’s personal journey in this field is deeply rooted in his family background, where he observed the struggles of many to find meaningful engagement in the world of work. This personal connection fuels his passion for understanding and improving the work experiences of all individuals, regardless of their position or status.

Expanding How We Think About Work

At the core of Blustein's work is a critique of traditional career development and vocational psychology, which, he argues, often centers on those with a degree of privilege and overlooks the broader spectrum of work experiences, including those that exist on the margins of the marketplace or like caregiving, are outside of the marketplace altogether. His critique led to the development of the Psychology of Working framework, a more inclusive and systemic approach to understanding work and its impact on individuals.

Work Should Be Decent First

The Psychology of Working suggests that work should be decent first. Leaning on the International Labor Organization's definition, when work is decent it gives us adequate compensation, access to healthcare, reasonable work hours, safe working conditions, and organizational values that complement family and social values. While decency provides a baseline of adequate working conditions and fundamental rights, it’s not enough. We also need work that is dignified, where individuals are recognized, valued, and treated as human beings rather than mere cogs in a machine. Doing so not only allows work to meet our needs of survival and power, but also our needs for social connection and self-determination. If work offers us decency and dignity, it’s far easier to consider questions of deeper meaning and purpose in our professional life.

The Relationship Between Decency and Meaning

Meaning and decency are often in relationship with one another as is illustrated by this 2 by 2:

If you have high levels of both meaning and decency you may feel like you won the 'dream job' lottery, because work is both fulfilling and conducted in a fair environment. You can have high decency, with a great corner office but feel like the work you’re doing is completely insignificant. If you have high meaning but low decency, you may be like the musician that Blustein describes in the podcast, who is doing what she loves but is hardly recognized for her efforts and barely making a living wage. Finally, many in the world face the challenging prospect of non-significant work in exploitative or precarious working conditions.

The 2 by 2 is helpful for understanding the diverse realities for those thinking about work, challenging us to reflect on the implications for shaping a more inclusive and equitable future of work.

The Future of Work: A Moral Imperative

The podcast also delves into the implications of this framework at various levels – public policy, organizational structure, and individual experiences. As greater automation and increasing use of artificial intelligence has already and will continue to substantially reshape the world of work for all, Blustein highlights the ethical and moral imperative of treating workers with respect and value, affirming their worth, and recognizing their human dignity. As those who study and apply the science of work, we must continue to keep social justice and inclusivity top of mind, and continue to critique the status quo so that work becomes more equitable and respectful to all.

Resources:

The psychology of working: A new perspective for career development, counseling, and public policy

Understanding Decent Work and Meaningful Work

Working: What We Do All Day - This Netflix docuseries explores the meaning of work for modern Americans in a time of rapid change.

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

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

Meaningful Work Starts with Good Jobs: Lessons from Zeynep Ton

For many, striving to make work more meaningful may seem like a privileged problem. After all, according to the Brookings Institute, in 2019, a whopping 44% of working Americans held jobs that earned less than $24,000 a year. The fact is, if we want work to be meaningful, it has to be decent first.

That means work should offer us freedom, equity, security, and dignity.

But what if we told you that decent work isn't just a lofty goal, but a proven strategy for achieving high profits and lasting success?

Zeynep Ton, a professor of practice at MIT Sloan and the president of the nonprofit Good Jobs Institute, is at the forefront of helping business leaders make realization.

In our latest episode, Zeynep unpacks the essence of her latest book, The Case for Good Jobs, which builds on her previous work, The Good Job Strategy, to explain how businesses can reap the rewards of investing in their employees as human beings, rather than as costs to be minimized.

Zeynep's research highlights employees are not mere cogs in the machine but rather invaluable contributors whose well-being and development are intricately tied to a company's success.

Adequate Pay: The Cornerstone of Meaningful Work

Low pay can set in motion a vicious cycle of high employee turnover and low productivity. Zeynep highlights the negative health effects that stem from high-stress jobs, including reduced cognitive function. Unfortunately, there exists a significant gap between the ideal of good work and the reality for many in the world. Low-wage work often forces people to hold multiple jobs, leading to physical exhaustion and a lack of time for family, health or education.

This glaring issue needs urgent attention, especially considering that future job growth is expected from low-wage sectors.

Investing in Employees: Costco and Trader Joe's Success

Zeynep's insights reveal that investing in employee pay and reducing turnover costs can yield substantial benefits for companies. High turnover rates and low wages lead to operational problems and lost sales, which can be costly in the long run. Drawing from successful retail chains like Costco and Trader Joe's, Zeynep showcases how improving job conditions and retaining employees can translate into significant financial gains.

She notes the discomfort that often fills the room when company data related to employee turnover and living wages are presented. Most executives are not proud of the number of employees not earning a living wage in their companies.

Designing Work for High Productivity

Zeynep’s Good Job Strategy emphasizes the need to design work for high productivity and contribution. She points out that many companies struggle to achieve their desired outcomes due to siloed decision-making and a lack of alignment among leaders.

However, companies that have embraced this strategy have witnessed significant improvements in employee turnover, productivity, and customer satisfaction. To achieve these outcomes, Zeynep advocates for a system change that prioritizes customer success, operational execution, team building, and turnover reduction.

Employee Trust and Belief Barriers

Breaking down the barriers to adopting a new system requires a profound shift in employee belief and trust. The significance of trust in employees' competence and the impact it can have on organizational success. Companies like Four Seasons, which invest in their frontline employees and trust them to make decisions, serve as successful examples.

Zeynep suggests that executives spending time with frontline employees can build empathy and a better understanding of the incredible competence of employees, even within a suboptimal system.

Unlocking Success Through Positive Deviance

Zeynep's approach involves studying companies that are true positive deviants in their industries and learning from their strategies. The focus is on creating genuine value for customers and continually improving that value, which demands a disciplined approach.

Zeynep stresses the importance of treating employees well, making integrity a habit, and giving back to customers. To implement a good job strategy within an organization, the first step is to make the status quo unacceptable, either competitively or ethically. Change is challenging, especially for those lower down in the organization, and it requires alignment in senior leadership. Failure to shift the way organizations think about their talent can lead to a loss of valuable employees.

Zeynep's extensive research and insights offer a roadmap for businesses to embrace a new way of thinking, where employees are valued, and their well-being is prioritized. By designing work for high productivity, overcoming barriers to employee trust and belief, and learning from positive deviants, we can usher in an era where meaningful work is a reality, not just a concept.

Meaningful work is not just a trend; it's a necessity for a brighter future where employees and businesses thrive together.

Resources:

The Case for Good Jobs: How Great Companies Bring Dignity, Pay, and Meaning to Everyone's Work

The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits

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

Balancing Meaning and Boundaries: Lessons from Healthcare Professionals with Donna Gaffney

Finding the delicate balance between personal meaning and professional boundaries in our lives can often feel like a tightrope walk. This challenge is particularly palpable in healthcare, where healthcare professionals often find themselves navigating the complexities of life and death, suffering, and healing.

The concept of meaningful work has gained increasing attention in recent years, drawing interest from organizational scholars, psychologists, and those in search of a more profound sense of purpose in their careers. While meaningful work can offer a plethora of benefits, it comes with its own set of unique challenges, especially finding ways of managing the boundaries between work and life.

Donna Gaffney, a seasoned psychotherapist and trauma nurse educator, shares her insights and experiences in her newly published book Courageous Wellbeing for Nurses: Strategies for Renewal.

Donna passionately underscores the transformative power of storytelling within the healthcare realm. She believes that sharing personal narratives not only helps healthcare professionals navigate their emotions but also fosters connections with empathetic peers and breathes purpose into their work.

Amid the unique challenges of the COVID-19 pandemic, Donna volunteered with the Emotional PPE Project, conducting webinars for nurses on self-compassion and moral distress, later turning these insights into a book celebrating healthcare professionals' resilience. Her book showcases how nurses, initially hesitant, embraced their stories, highlighting their resourcefulness and growth amidst adversity.

The Double-Edged Sword of Meaning

The COVID-19 pandemic and its aftermath has posed an unprecedented challenge for healthcare professionals worldwide. The profound meaning they derive from saving lives, paradoxically puts them at risk of boundary inhibition and exploitation. In 2021, healthcare employees experienced the highest levels of overtime in more than a decade with more than 21% of health occupation workers in Canada, engaged in overtime work. On average, they put in 8.2 hours of paid overtime and 5.8 hours of unpaid overtime each week. The relentless pressure to continue delivering care at all costs took a toll on their mental and physical well-being.

However, Donna observed that the nurses' experiences harnessed their skills, talents, and assets to overcome challenges and foster personal and professional growth. Their journey aligned with the six dimensions of well-being, as outlined in Carol Ryff's research:

• Self-acceptance: Nurses embraced their unique qualities and learned self-compassion.

• Positive relationships: They nurtured connections with colleagues and found support within their healthcare community.

• Autonomy: Nurses displayed the courage to set boundaries and say no when necessary.

• Environmental mastery: They adapted to the ever-evolving healthcare landscape and sought ways to make a positive impact.

• Purpose in life: Nurses found renewed purpose in their work, motivating them to persevere.

• Personal growth: Through reflection and storytelling, nurses experienced personal growth and resilience.

Activism and Advocacy:

Donna underscores the transformative power of activism and advocacy within the healthcare profession. Nurses often find meaning and fulfillment by advocating for their patients and communities. Whether it involves pushing for policy changes or participating in grassroots movements, nurses can channel their passion into creating positive change.

Organizational Support:

Donna also acknowledges the pivotal role of organizational support in bolstering the well-being of healthcare professionals. Some hospitals adopted a strategy of rotating nurses to different units every two weeks to prevent burnout. Additionally, organizations can provide platforms for healthcare workers to share their experiences and offer resources for their emotional well-being.

Finding Meaning in Suffering:

Donna's work underscores the value of finding meaning in suffering. Healthcare professionals, like all humans, encounter challenges and distressing situations in their work. By embracing narratives, setting boundaries, and engaging in advocacy, individuals can transform these experiences into sources of personal growth and resilience.

Courageous Wellbeing for Nurses serves as a beacon of hope for healthcare professionals and beyond seeking to navigate the complex terrain of meaningful work and boundaries in their demanding roles. It encourages them to reflect on their experiences, find support within their communities, and practice self-compassion as they continue their vital work in healthcare. Ultimately, it reminds us that healthcare professionals are not superheroes but dedicated individuals who deserve our unwavering support and recognition for their commitment to improving the well-being of others.

In the quest for meaningful work, it's essential to remember that while the rewards can be immense, preserving personal boundaries is equally vital. The insights shared by healthcare professionals offer valuable guidance, emphasizing the significance of self-care, support systems, advocacy, introspection, and clear boundaries. Striking this delicate balance is key to a fulfilling and sustainable career.

Resources

Overview: Impacts of COVID-19 on health care providers | CIHI.

Courageous Well-Being for Nurses | Hopkins Press

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

The Double-Edged Sword of Meaningful Work: Lessons FROM Andrew Soren

In the bustling world of work and productivity, the quest for meaningful work has become a north star for many. But is all meaningful work beneficial?

Andrew Soren, founder of Eudaimonic by Design, hosts the debut episode of Meaningful Work Matters, which delves into the intricate dance between the highs and lows of engaging in work that matters deeply to us.

The Allure of Meaningful Work

Meaningful work is not a luxury but a fundamental component of our well-being. As Andrew elucidates, work that feels significant and worthwhile can enhance our commitment, engagement, and satisfaction. The benefits extend beyond the personal sphere, fostering a culture of creativity, innovation, and altruism within organizations.

The Hidden Costs

The research also reveals the dark sides of meaningful work: the potential for exploitation and burnout. When work has a high moral stake and becomes an obsession or when employers leverage our passion without decent working conditions, meaningful work can transform from a source of fulfillment into a wellspring of dissatisfaction, stress, and burnout.

The Crucial Element of Decency

Central to the discussion is the concept of "decent work" - safe, equitable, and dignified work. Drawing from the principles set by the Industrial Labor Organization, Soren advocates for a balance between meaning and decency. He argues that meaningful work, devoid of decency, can lead to exploitation and burnout. Conversely, work grounded in respect, equity, and security paves the way for true fulfillment.

Navigating the Path Forward

Andrew presents a blueprint for cultivating environments where meaningful and decent work can thrive. We need policies and regulations to ensure decent working conditions for those engaged in meaningful work. In organizations, we can design the cultures, practices, and leadership behaviors that enable those engaged in meaningful work to thrive. At the individual level, we can create interventions to help people understand what makes work personally significant and worthwhile and craft work that makes the most of an individual's strengths, values, and passions.

Your Role in Shaping Meaningful Work

As listeners, we're invited to reflect on our workplace and community roles. Whether you're a leader, policymaker, or team member, this podcast encourages you to consider how you can contribute to a more equitable and fulfilling work culture.

Join the Conversation

Meaningful Work Matters is not just a podcast; it's a call to action. As we navigate the complexities of the modern workforce, let's engage in conversations that matter. Share your thoughts, experiences, and aspirations with us. How do you define meaningful work? What steps can we take to ensure that work is meaningful and decent?

Visit our Resources page for insights and discussions on creating a better world through meaningful work. Together, we can make work a source of joy, growth, and fulfillment for all.

Resources to explore:

• Meaningful Work, Well-Being, and Health: Enacting a Eudaimonic Vision by Andrew Soren and Carol D. Ryff

Taking CARE of Work Boundaries: A Guide to Balancing Your Life

In today’s fast-paced world, it can be challenging to strike a balance between work and personal life. Many of us find ourselves constantly struggling to keep up with the demands of our work while still trying to manage our personal commitments. This is where work boundaries come in. By creating boundaries between our work and our personal lives, we can better manage our time and energy, leading to improved focus, productivity, and well-being. In this blog, we’ll take a look at Eudaimonic By Design’s Work Boundaries and explore the CARE framework for creating and maintaining work boundaries.

Step 1: Choose

The first step in creating work boundaries is to choose whether to segment or integrate our work and personal domains. Segmenters keep their domains separate, while Integrators are more fluid between the two. There are pros and cons to both approaches, and most people fall somewhere in between. It's important to reflect on our preferences and needs, and to decide when to segment and when to integrate based on our workload, projects, and level of focus needed.

Step 2: Actualize

The next step is to actualize our boundaries by setting up physical, temporal, cognitive, and behavioral boundaries. Physical boundaries include elements that physically distinguish the different domains, such as walls, doors, curtains, and dedicated workspaces. Temporal boundaries are all about times and timing, such as setting specific work hours, using a calendar to time-block different activities, and setting a timer to denote the end of one activity. Cognitive boundaries are about using thinking and processing patterns that are appropriate for one domain and not for another, such as finding a routine to get into a state of focus or flow, shifting our mindset, or turning off alerts and noises that might distract our attention from one task to another. Behavioral boundaries are about adopting different behaviors for different domains, such as wearing work clothes and changing into leisure clothes at the end of the day or using more formal language in the work environment.

Step 3: Rituals

Rituals are important for crossing boundaries between work and personal life. There are three types of rituals: those that end an activity, those that transition between activities, and those that start a new activity. Examples of rituals could include putting away your workspace to end an activity, walking to a new location to transition between activities, or taking a few deep breaths before beginning a new activity.

Step 4: Enacting

Finally, it's important to enact our boundaries with others. Boundaries work best when they are chosen by the individual and are supported by other people in the individual’s life, both at home and at work. This means communicating our boundaries clearly to our colleagues, family, and friends, and making sure they understand and respect them.

In conclusion, work boundaries are an essential aspect of achieving a healthy work-life balance. By choosing our preferred approach to segmenting or integrating our work and personal domains, actualizing our boundaries through physical, temporal, cognitive, and behavioral elements, adopting rituals to cross boundaries, and enacting our boundaries with others, we can better manage our time and energy, leading to improved focus, productivity, and well-being. Remember, taking care of our work boundaries means taking care of ourselves and those around us, which in turn helps us live happier and more fulfilled lives.

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Unlocking Your Best Self Through Positive Psychology

 A discussion about the gift of guiding others' curiosity and passion in a way that allows them to recognize their greatest strengths.

Join Eudaimonic by Design CEO Andrew Soren and host Dr. Jason ZW Powers on the Positive Recovery MD podcast, where they discuss a range of topics, including:

• The significance of daily gratitude and how to cultivate a gratitude practice

• The meaning of awe and how it can help rewire our mindset

• How positive psychology is the science of what goes right in our lives

• The value of intent and deliberate action to when faced with challenges

Learn the ways in which these concepts and positive psychology can help individuals transcend life’s challenges and live more fulfilling lives.

Find the episode on Apple, Spotify, and iHeartRadio.

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