The CDC announcement last week that vaccinated people could go all maskless all sorts of places has led to the inevitable realization for many of us that, “Oh, yeah. I guess we might be back in an office this summer.”
But even before then, I’m sure many of us have been contemplating more about what we want out of a job — along with wondering what is up with Zoom today.
So I found this article by Katie Heaney for The Cutto be illuminating. In fact, it feels like it could be a much larger piece… or perhaps deserving of a few follow-ups. But I’ll just leave you with the fact that we have a way to measure burnout and this seems like it should be rather relevant to the spiritual disillusionment of humanity in the early part of the 21st century… and stuff.
I’ve long been interested in work-life balance and finding joy or at least satisfaction in work, perhaps because, as mentioned in the video below, conventional wisdom is no longer satisfied with jobs or, to a certain extent, no longer even satisfied with careers. No, it has to be a calling.
And when you read things about “ikigai” of just finding flow, it seems like a calling is not that far-fetched a goal. But it so clearly is, because we’re just not set up for a surplus of those types of jobs. In fact, perhaps we’re asking too much of our jobs. Take a look at the video and consider.
The link above is to the article, not the study itself and is worth the quick read, even if the conclusions don’t necessarily come as a shocker. For example, having more control over one’s schedule including to be able to accommodate the ups and downs of everyday life is a positive for workers. Being aware of the number of meetings a worker had also came into focus.
In many cases, this reminded me of Drive by Daniel Pink and Finding Flow, the less academic summation of some of Mihaly Csikszentmihalyi’s research. People like levels of autonomy and to develop mastery over much of what they do.
I don’t begrudge the study going over familiar ground, however. Given the propensity for organizations to ‘maximize synergistic innovations’ or opaque initiatives, it’s nice to add to the body of work that pushes them to think of their people.