The Bamboo Project

The Power of Positive Peers

Although we don't discuss it much, one of the most powerful influences on our personal and professional development is our peer groups. The people with whom we engage in regular conversations and interactions shape the questions that we ask, the problems that we see, how we approach our work and our sense of identity as professionals.

One thing I've been paying more attention to in the past year is the quality of my peer circles and the impact that my professional colleagues have on me. I started noticing that some people were really energizing and inspiring to be around, while other people tended to pull me down into the suck. Some people exposed me to new ideas, new ways of thinking, new questions and a focus on the awesome, while others seemed to see only the same old problems and no real solutions. 

Since I started paying attention to my professional peer networks, I've started becoming more intentional about my connections. I've begun limiting the amount of time I spend engaging with people who can only focus on what sucks and have been actively seeking to expand my connections to people who want to work on creating what's awesome. This has had a profoundly positive influence on my work and my thinking.

What I've realized, though, is that if we are not consciously thinking about what is going on with our peer networks, it's very easy to be pulled into a negative orbit. This is especially problematic if we are in a negative workplace and the majority of our professional interactions are with our co-workers. It becomes mission critical for us to find and connect with people who have a more positive perspective--those who want to work on building the awesome. 

For me, connecting with positive peers has been a two-step process. First is noticing the influence that different people have on me. I pay attention to how I feel when I interact with them. Do I leave an interaction feeling excited and energized and ready to follow-up on something we've discussed? That's a person I want to connect to more. 

The second thing I've been doing is looking for new people who share the qualities of those people who are currently in my network that have proven to be positive influences. Typically this means people who are curious, creative, focused on positive questions rather than on "problems," and who want to make a real difference. If I see people like this in a LinkedIn Group or some other on-line network, I try to make a special effort to reach out to them. I'm also intentionally looking for these connections in face-to-face interactions and purposely seeking them out to connect. I even tell them WHY I want to connect--because I see and value these qualities, which automatically improves the connection. 

Throughout all of this, I've also tried to be more aware of how I am connecting to other people--am I being the change I'm looking for in my world? This shift has forced me to look at the ways in which I'm negative, problem-focused, uninspiring, etc. I have had to look at how I can shift my own habits of interaction to be a positive peer, rather than a negative one. 

This process of forming positive peer networks and looking at my own actions as a peer has been one of the more important professional development practices I've engaged in this year. 

How are you forming the connections that are going to be most supportive for you? And how are you looking at your own behavior in this process? 

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Feeling stuck? I'm running another 7-Day Getting Unstuck session starting February 27. Details and sign-up information are here.

 

3 Tips for Increasing the Awesome at Work

Last week I wrote about increasing the awesome vs. decreasing the suck and how I think that the only way to decrease what sucks is by focusing on what's awesome. Since then I've been thinking a lot about how to increase the awesome in my work life--what is it that we can do to bring the awesome? 

Here are three tips I came up with from noticing my own practice. . . 

1. Tune into the emotions of Awesome. 

The surest route to the Awesome, I'm finding, is to tune into my emotions. Whenever I feel curious, inspired, energized, hopeful, engaged, connected, and/or like I'm having fun, I know I'm accessing the Awesome. When I feel unmotivated, frustrated, irritated or apathetic, I'm most definitely living in the Suck. 

Each day I'm trying to begin with attuning myself to the feelings I want to have during my work day, reminding myself about the feelings of the Awesome. I also set the intention of trying to notice my Awesome emotions throughout my day, acknowledging them to myself and others.

It's been especially interesting to acknowledge a shift in energy to other people. They immediately know what I'm talking about and become even more energized, tuning into their own emotions of the Awesome and wanting more of that. I'm trying to be more purposeful in in doing this, as I find that this acknowledgement increases my chances of having Awesome converations (see below). 

2. Ask Awesome Questions

In the past 6 months, I've become increasingly interested in the power of questions to move me and the people I work with toward the Awesome. I'm firmly convinced that the questions we ask are at least as important as the answers. And I've found that asking Awesome questions actually is part of what increases our connection to and feelings of the Awesome. 

Some of the questions that have been working for me:

• Why do I care about this situation? This reconnects me to purpose which connects me to Awesome. 

• What possibilities and learning do I see? Seeing challenges and problems leads me to the Suck. When I look at possibilities and learning, I find the Awesome.

• What do I want more of? When I tune into the emotions of the Awesome, I also notice what I'm doing at the time. Who am I with? What is happening? If possible, I will try to tune into the moment when the energy shifts from the Suck to the Awesome. Then I try to figure out how I can get more of whatever it was that created the Awesome. How can I inject it going forward? 

• If success was completely guaranteed, what bold steps would I take? This may be the surest route to the Awesome. Usually I find that what is keeping me in the Suck isn't that I don't know what to do. It's that I'm afraid to do it. Or at least to try. So asking this question leads me to take the bold steps. . . most of the time. 

I've also been trying to find the "big questions" underneath the smaller ones. What is the REAL quest that I am on? I look for the forest, not the trees and often this leads me back to the Awesome. 

3. Have Awesome Conversations

Although the Awesome can sometimes be a solitary pursuit, most of the time it is not. Even if I'm going to do the work alone, having the right conversations can help me better articulate my vision of the Awesome. They can also help me connect to people and resources that help make the Awesome happen. 

This year is my year of conversation and I'm finding that the more I seek out and lean into creating Awesome conversations, the better I feel and the better my work is. 

To me, the hallmark of an Awesome conversation is that it generates Awesome emotions. If I'm feeling the energy of inspiration, hope, and possibility, then I know I'm having a conversation that will lead to the Awesome. If I'm feeling like I want to stab my own eye out, I know I'm mired in a conversation that supports the Suck. 

Awesome conversations mean that I'm talking about what really matters. I'm engaging with the Awesome questions and I'm noticing and acknowledging the awesome emotions. Most importantly, I'm acting as a host, creating a space for the Awesomeness to occur, being open to what happens and giving up my pre-conceived ideas of how things should go. 

I have found that some people are more amenable to the Awesome conversation than others. While I believe that everyone wants to have Awesome conversations, I'm not as skillful as I'd like to be in drawing people into those if they aren't at least halfway there. That's actually one of the areas I want to work on--how to help people who are really stuck in the Suck to find and access the Awesome. 

 

So these are my 3 tips for increasing the Awesome. What are you doing to increase the Awesome at work? 

Tough Questions for Your Professional Development

Through a friend, I discovered the In Good Company blog and this excellent post on 5 tough questions entrepreneurs should be asking themselves.

Reading through the questions, I thought they could easily be adapted to anyone, whether they work for themselves or for someone else, so here they are. Just replace "business" with "job" if you're working for someone else.  

1: If you could wave a magic wand to instantly fix three things in your business, what would they be? 
(be honest, don’t just say “get more clients”…what do you KNOW is broken)
* What prevents you from fixing these things on your own?

2: What three things would you stop doing for the business if you didn’t have to?
* Why don’t you? What would make doing them better?

3: What are you doing only because you feel like you “should”?
* What would happen if you didn’t?

4: What important thing do you never seem to have “time for”?
* Why? What makes it hard to prioritize?

5: What have you given up for your business or to be an entrepreneur?
* Are you OK with that sacrifice?

How does answering these questions create movement for you? What new questions open up for you? 

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I have another career visioning session coming up on February 21. It's a great opportunity for you to get a clearer picture of your career in just a few hours. More information and the sign-up form are here. 

Emotions and Your Career

With my Career Clarity Camp, we're entering the home stretch and starting to integrate the lessons we've learned. One of the things we're working on this week is looking at the emotions we feel about the work we've been doing, which got me thinking about the power of emotions at work. 

Emotions at Work

One thing I've learned about work is that being "professional" often (usually?) means being unemotional. On a regular basis we are asked to check our emotions at the door, especially any negative emotions we may have like sadness, fear, anxiety, confusion, etc. But positive emotions, like joy, aren't often welcome at work either.  I think it's because emotions have a way of getting messy and "out of control." They are also distractions from just getting things done.  

The other issue with emotions at work is that so often we are rushing to DO things that it's hard to notice what we are feeling in the first place. We are just dealing with the the next thing on our "To Do" lists and it's hard to stop for even a few seconds to reflect on what we may be feeling. 

 All of this blocking of emotions, though, takes a toll. Emotions aren't really amenable to blocking. They just go underground until they explode in some way we would prefer they hadn't. Or they coil up inside us, clogging our creativity and our connection to ourselves. This blockage, in turn, leads to boredom and apathy. 

Working with Our Emotions

It's unfortunate that we spend so much time keeping emotions out of our work because they can be some of the most valuable clues we have to work with. Noticing where I feel energized or inspired or where I feel frustrated or anxious can tell me a lot about what I want more of and what I want less of at work. My emotions show me where there are problems or issues I need to deal with--work relationships that aren't' working or tasks that need to be looked at more closely. 

One thing I've encouraged the Career Clarity Campers to do is to make time in their days to pay attention to the emotions they're feeling as they go about their work. I've suggested that they stop once per hour or even 3-4 times a day to check in and ask themselves:

• What have I been doing? What activities have you been engaged in? 

• How do I feel about it? Note particularly the things you do that leave you feeling energized and interested. These may be things you want more of. 

• Who am I doing it with? See if there's something about the people you are working with or the conversations you are having that feels energizing to you. Or are you doing things alone? What does that tell you? 

 They then write down these experiences and their reactions and look for trends and themes over time. 

Tuning in to your emotions this way can be a great 30-day experiment.  Paying attention in particular to the things that are inspiring or energizing so you can bring more of it into your work is also one of the best ways to increase the awesome.

I've found, too, that when I focus on the emotions I'm feeling in a work day, I do a better job of connecting with people and with building richer relationships. I notice when an interaction feels particularly positive and I can acknowledge that with the person I'm talking to. This always creates an even deeper bond. I can also see where emotions like boredom or frustration are telling me that I need to revisit how I'm handling something. This often leads to more fruitful conversations on how I can revise what I'm doing. 

Our emotions should not be left at the door when we go to work each day. Not only does that not work anyway, but our emotional lives are rich sources of learning and connection. They are our authentic selves communicating with us about our experiences and relationships. We need them to do our best work and to have conversations that matter. 

So what role do your emotions play in your work life? Do you bring them with you to work or do you check them at the door? 

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Decrease the Suck or Increase the Awesome?

Thanks to Hildy Gottleib over at Creating the Future, I found Hank Green's video on the Webb Telescope. Not that I care terribly much about the Webb Telescope. But I do care about the first minute of Hank's video, which you should watch first if you haven't seen it before.

Here's what Hank says: 

“There are two ways to make the world a better place. You can decrease the suck, and you can increase the awesome… And I do not want to live in a world where we only focus on suck and never think about awesome.”

I do not want to live in this world either. Every day I spend focused on fixing the suck is a day I end up wanting back. Rarely do I look around at the end of that time and think, "Damn. I'm glad I spent my day fixing the suck." Mostly I just want to curl up with a glass of wine and mindless TV, possibly take a bath to cleanse myself of the stench of the suck. 

Unfortunately, for many of us, our jobs are nothing but endless cycles of fixing the suck. This may explain a lot about why we are so depressed and dispirited by our work. All we are doing is thinking about what sucks, why it sucks, who's responsible for how much it sucks, how it's never going to stop sucking, how all we are talking about is how much things suck, etc.

Frankly, it sucks. 

And here's the thing. I'm not even sure that we are truly able to decrease the suck by focusing on that.  The suck is like quicksand or a black hole. It just pulls you in and drains from your mind all memories or ideas of the awesome. When you are thinking about the suck, the awesome no longer exists. You end up spending your time moving between less and more sucky.

I actually believe that the only way to decrease the suck is by increasing the awesome. 

The awesome is inspiring. It shows you what can happen, rather than what can't. The more you work for the awesome, the better you feel. AND the better your work becomes. Striving for the awesome is building something. It's creation. 

I spend a lot of time working with people who are feeling stuck or want something different for their careers. Often their unhappiness can be traced back to exactly how much time they are spending with the suck. Their goal is to find the awesome again. 

So here's a simple career tip I'm trying to live by--if you want to change the world and feel better about what you're doing, increase the awesome. 

Working Intentionally

Last week I had a really energizing phone conversation with one of my Career Clarity Campers, someone who has  jumped into the activities with both feet and is swimming joyfully in the experience. 

One of the things I've told the Campers to do is to pay attention to their work experiences, to identify what inspires and energizes them and then to look at how they can bring more of that to their work.   Essentially this is asking people to work with more intention, rather than letting work happen to them. 

This Camper has embraced the idea wholeheartedly, spending the first 30-40 minutes of his day thinking about what he wants to have happen, given the calls, appointments and goals he has for the day. For example, he's identified having more meaningful conversations as being an important value for him, so each day, he looks at how he can listen more carefully, dig deeper in discussions and provide really meaningful follow-up to people. 

He also uses this  morning time to hone in on what's really important for him to get from his day. He's looking for "what's REALLY important?" and finding that frequently it's nurturing connections, building relationships and spending his time on helping people make a real difference.

 He tells me that starting his day this way is energizing and inspiring and that the good results he's seeing are encouraging him to continue the practice even when that little voice inside him says he's should be jumping into email or some other more "productive" activity. 

What's interesting to me is hearing how working with greater intentionality is creating greater intensity for him. He told me that he's "reconnecting with the pleasure of his work," even having entire days where his work felt more like leisure and fun, rather than something he's getting paid to do. 

The tasks of his job have not changed. What is changing is HOW he does his work and, more importantly, how much of his true self he is bringing to that work. The more he focuses on what he wants from the experiences he's having and the more he approaches his work with an idea of creating a different experience, the more engaged and inspired he's feeling. 

 Essentially, the more intention and creation he brings to his daily work, the better it's feeling to him. 

I've found for myself that working more intentionally and focusing each day on what I want to create in my work has great payoffs. Even on those days where I'm having to respond to what other people want from me, I try to bring my intentions for what I want to create to those interactions. It makes a difference. 

So how intentionally are you working? How does working with intention change your experience of your work? 

"Take Yourself to Work Day"

For years, we've had "Take Your Child to Work Day." But lately, as I listen to people talk about the false selves they bring to jobs that feel pointless, I'm thinking that we need another day--"Take YOURSELF to Work Day." 

On this day, you would have the joy of bringing the real you to work. The day would be focused on discovering and sharing each other's gifts, removing our corporate masks and creating real conversations and connection with each other as human beings. 

We would start with individual greetings and being made to feel welcome as people coming into a new space. It would be clear that we were valuing each individual person for their individual selves. Anything that made it seem like we are interchangeable cogs in the machine would be strictly forbidden. 

I'm thinking this day would include some of Peter Block's great questions for the Gift's Conversation including:  

• What is the gift you currently hold in exile?
• What is it about you that no one knows about?
• What is the positive feedback you've received that still surprises you?
• What is the gift that you have that you do not fully acknowledge?

There would be no discussion of what we need to "fix" or "improve" in ourselves, no conversations about our deficiencies. Instead, we would celebrate each other's strengths and assets, the possibilities that are at the heart of who we are. 

We would also discuss the gifts we receive from our co-workers, including asking and answering questions like:

• What gift have you received from another in this room?
• What has someone in your group today done that has touched you, moved you or been of value to you?
• In what way did someone here enage you in a way that had meaning for you?

Each person, as he or she heard what is appreciated about him/her, would only be allowed to say "Thank you. I enjoyed hearing that." There would be no downplaying of their gifts, no "I couldn't have done it without you."Just a heartfelt "thank you." 

On this day, we would not be exhorted to be "professional," but would, instead, be required to be real and authentic, including sharing our emotions about the things that are important to us. We would be encouraged and supported in feeling joy, sorrow, confusion, and any other emotion that comes with being a fully engaged human being. The only emotion that wouldn't be allowed is apathy. 

Part of our day would be spent having conversations about the things that actually MATTER to us--the stuff that brings us joy and the stuff that keeps us up at night. Each of these conversations would be received with acceptance and curiosity, not judgement and criticism, because each is part of the real human experience. What matters to us is part of what defines who we are. 

We'd end the day by committing to bringing more of ourselves to the work we do. Not in the sense of pouring our every waking moment into work, but instead, bringing our own unique gifts and humanity to work with us every day.  This includes having the space to NOT work so that we were able to stay in touch with those gifts. And we'd commit to supporting our co-workers in the same endeavor. 

Of course, ideally, this wouldn't be confined to a single day. But even that one day could make a huge difference, don't you think? Frankly, a day structured like this is a day I would happily bring my daughters to, as well. 

Are You "Stuck" or Just Resting?

Tomorrow, I'll be starting a 7-day course on getting unstuck for people who may be feeling like they're getting nowhere fast. (Note--there are still slots available if this is you, so you may want to sign up.)

As I'm pulling final pieces together for the class, I'm thinking about the "frames" we set up around being stuck--the stories we tell ourselves when we find ourselves in this situation.  Often it's the stories themselves that are keeping us stuck. 

Probably the biggest story we tell ourselves is that we are, in fact, stuck.  Just look at some of the synonyms for "stuck":

• Trapped
• Caught
• Burdened
• At a standstill
• Without ideas
• Up against the wall
• At your wits end

The more I say "I'm stuck," the more real these feelings become for me. All I can think of is my "stuckness," which means all I can think of is how trapped, burdened and caught I am in my situation. And, of course, the more trapped I feel, the more I resist that feeling. But "stuckness" is like quicksand. The more we resist it, the more it pulls us downward. Not exactly a recipe for moving forward is it?

The other thing that happens when we think of ourselves as "stuck" is that we immediately start beating ourselves up for it. If you listen closely to your internal dialogue, you'll hear that little voice saying "Well you SHOULDN'T be stuck. What kind of person gets stuck? No one else is stuck--it's just you. There's clearly something wrong here and you SHOULD do something about it." We start judging and berating ourselves which, ironically, only makes us feel MORE stuck!

So what happens if we change the "frame"? If we stop seeing seeing ourselves as "stuck" and think of this pause as something else?

If we look at our lives as a journey, traveling on a path, then we know that in every journey there are times when you need to stop and rest. Sometimes we choose those moments, but sometimes those moments choose us. In any journey, there's the time you decide to stop for something to eat and there's the time that you get sick because you've been going too hard and have to stop for a few days. It's just how life works.

We also know that in any journey, if we look at a particular moment in time, then it feels like that moment goes on forever. But in reality it doesn't. Eventually we start moving again. We never stay in one place. You've been "stuck" before, but you didn't stay there forever. You always moved on. That's also how life works. 

So what happens if I stop telling myself that I'm "stuck" and start telling myself that I'm just resting right now? What if I just accept that for whatever reason, I'm not ready to move forward? There's nothing wrong with me, I'm not a "bad" person because I'm not ready to move. It just is what it is.  

If I think of myself as "resting," one thing I can see right away is that I can CHOOSE to rest.  I automatically feel better because I'm not trapped into this place where I'm at today. This isn't a burden. I'm not up against the wall. I'm choosing it. In this case, choice is a wonderful thing. It can instantly make us feel better. 

Thinking of myself as "resting," is also restorative and nurturing.  We need rest in our lives, so maybe this rest that I'm taking is necessary. Maybe the very thing I need right now is this rest. Maybe I can use it to take a closer look at my situation and see what it's trying to teach me--how can I learn from this place that I'm at right now? 

Finally, if we think of ourselves as "resting," then we can stop beating ourselves up so much for being where we're at. We can be kinder to ourselves and stop the negative self-talk that ends up making us feel more "stuck." We can just say to that berating inner voice, "I'm resting right now. I need this.  Leave me alone." 

I'm not saying that changing your story from "stuck" to "resting" is going to instantly change your life, but it does open up more opportunities for new ideas and action. It can give us the space we need to see another way. It can also show us the choices we have in this situation where we feel stuck, including the choice to look for new stories to tell about where we are. 

This is a strategy I've used several times in my life over the past year for both personal and professional situations. It has opened up some major doorways in my thinking and really transformed how I approach those moments in my life when previously I thought of myself as "stuck." 

So what happens if you stop thinking of yourself as "stuck" and start leaning into "resting"? How does it change the possibilities you see? And what other stories do you tell yourself when you're feeling "stuck?" How could those shift too? 

We Have a Leadership Problem

"Leadership" has been on my mind lately, maybe because of the many conversations I have with people about the "lack of leadership" in their organizations.  It also came up in the comments on my recent post on "Managing" People.  Everywhere I go, people are talking about "leadership." 

But I'm rapidly coming to the conclusion that the last thing we need right now is more leaders or even better leaders. The entire frame is fundamentally flawed. 

The Problem with "Leadership"

When we talk about "leaders," implicit in the notion is that there are going to be "followers." There is a power dynamic in the idea of leadership that is often unexamined and that makes it virtually impossible for us to address the complex issues that lie before us. 

Leadership has an heroic quality to it. It implies that a leader can save us from whatever situation we find ourselves in. It puts the onus on the leader to find answers, divine the way and to move us along that path. The leader determines the course of action and we decide if and how we will follow. 

In our mythology of the leader, they are lone gunslingers (or maybe a team of a few), riding in on their white horses to save the day. They are the saviors, the heroes, the dragon-slayers. They are exalted and somehow different from ordinary mortals, imbued with special powers and skills that the rest of us can only wish we had. 

Some leaders are better than others at inviting participation in their leadership. Certainly this is better than a dictatorship. But still, at the heart of any notion of leadership is a fundamental power imbalance where the leader wields power that followers do not. 

This is its fundamental flaw. "Leadership" mark some as "special" while others are not. 

Even when we pay lipservice to the idea that we are all leaders, we secretly know this is crap. The very word "lead" means that someone is in charge and others are following.  We may not want to admit this is true, but it is. 

Why Do We Love Leaders?

We love having leaders (even when we chafe against them) because it relieves us of any responsibility or accountability for where we are or where we want to go. I can sit back and blame what's happening on "a lack of leadership." I can operate from my stance as a helpless victim of the leaders who will not lead or who lead poorly.  We see this at work all the time--the people who want "leaders," but then who blame the leaders they find for not being sufficiently heroic in saving them. 

And for those of us who aspire to be leaders, there is that secret wish that we will be the hero. We love leadership because if we become leaders, then it casts us in that mystical glow that comes with our status as leaders. We see ourselves as participatory leaders--and maybe we are--but still, as leaders, we are "the ones in charge." 

Lately it seems to me that we are workshipping at the altar of leadership  because we are desparate for new solutions and ideas. If we can only build leaders, then we can all be saved. We are like children, looking for our parents to swoop in and save the day. Leaders are the heroes and we are looking for them to rescue us. Or we are looking to BE the heroes and do the rescuing. 

But this is a damaging, disempowering way of operating in the world. All this worship of leaders and leadership merely perpetuates a dynamic of savior/victim. It makes it harder for those who feel that they are not leaders to contribute their strengths, ideas and gifts to the collective good. And it causes us to expend energy on all the power struggles that go with this idea--who's the leader, who isn't, how does the leader preserve his/her special status as hero, how do the rest of us respond to that? 

From Leader to Citizen 

I think we need to retire the words "leader" and "leadership" and begin to talk differently about how we are working. "Leaders" are about hierarchy and if we are working in a dense collection of networks now, we cannot look to "leaders" to solve our problems. 

We need to find a different way of talking about what needs to be done, that engages all people in the work. I like the word "citizen," which to me implies that we have rights AND responsibilities in the communities where we operate--including responsibilities to participate in contributing to the collective good. 

What would happen if we stopped talking about ourselves as "leaders" and developing our "leadership' and we started talking about ourselves as "citizens" and what it means to be good citizens in our world?  How could that change the ways we interact and the solutions we find? 

Some Thoughts on "Managing People"

I've been thinking lately about our focus on "managing" people. I spend a lot of time with front-line supervisors in various capacities and they are obssessed with how to control people's behavior.

The discussions are of two basic types--How do you get staff to do the things you want them to do? How do you STOP staff from doing things you DON'T want them to do? There are variations, of course, but only in the details. Mostly we are talking about carrots and sticks and, for me at least, the conversations devolve into a sort of "how do we herd the cats?" kind of thing. It's animal husbandry, not working with people. 

There's a lot of frustration in these conversations--on both sides. The supervisors are frustrated that they can't control people's actions. And I'm frustrated that they are so focused on control. 

Here's the thing. Anytime we are focused on "managing" something, we are really talking about controlling it.  We want to control the outcome AND how people get there. We often want to control people's reactions, too. Not only should they do what we want them to do, they should like it, no matter how ridiculous the expectation. 

But no one likes to feel controlled. I think it's something innately human. The reason we talk about "the Terrible Twos" is because even children resist our attempts to control their behavior. Children resist by kicking and screaming. Adults tend to resist in less obvious, more passive/aggressive ways. But they are still resisting. 

This is why. Control is about power. When we "manage" people, we are exerting our power over them, but pretending we are not. People know this. They are not stupid. They know they are being manipulated and they don't like it. 

There was a time when employees were more willing to accept this kind of arrangement, when they felt like they got something from the deal--"If I submit to your "management" of me, in return I will receive a paycheck and some meaningful guarantee of ongoing employment." But that contract is broken now. It becomes harder to submit to control when you know that it's really a form of servitude, not a choice you've made to exchange your independence for a paycheck.

I think that people are becoming harder to "manage," not because they are spoiled or entitled (as I've heard many managers say), but because on some fundamental level, they know that they are getting the raw end of this deal and they aren't happy about it. Employees are afraid to resist in more overt ways (they still, at least, want that paycheck), but deep down they know that the contract has been irrevocably altered and they are not interested in such one-sided exchanges. 

 How to get out of this impasse? 

I think that we must first understand and accept that "management" is another word for "control." While I can control inanimate objects--financial and physical resources--I can't control people. I can try, but in the end I won't get what I want. And I'll exhaust myself in the process. 

We have to give up the notion of control and accept that we live in a world where many things are uncontrollable--especially those things that have to do with other people.  We can become resilient and able to deal with what life throws at us, but we cannot control how and when the ball comes over the plate. To believe otherwise is to live in a world of illusion. 

To work effectively with people, we need to take a different approach. We cannot manage them, but we can create space for them to do their own work. We can help them tap into their own innate motivation by helping them find autonomy, mastery and purpose in the work that they do. 

I also think that we have to bring humanity back to work, understanding and accepting that we are working with PEOPLE, not machines and that people have feelings and baggage that they can't just check at the door.

We don't want emotions at work, because they are messy and sticky and, well, uncontrollable. So we tell people to be "professional," which really means, "Keep your emotions to yourself, please, because I already feel like the world is uncontrollable so the last thing I need is you adding to that burden." But what we create, then, is a culture of repression and when we repress our emotions, they are going to come out somewhere, usually where we least want that to happen. 

Ultimately, I think that this post is a plea for us to remember that we are working with people, that our institutions (including our workplaces) should exist to serve us, not the other way around. We want work to be this antiseptic, controllable place, devoid of human messiness. But it is not. It is a reflection of our very human selves that we should embrace, not resist. 

What bothers me most about these issues of control is that they divide us from one another, creating an "us vs. them" culture. It's sad. And also unnecessary. 

What I think is this: If we worked harder to understand and embrace our humanity at work, we might find that our concerns about control evaporated. If we worked harder at understanding and working with each other as human beings, not machines, we might find that we're all  in this together.