Category Archives: Work & Career “4.0”

Awakening The Common Good In Our Self-Serving Culture

The eminent historian Tony Judt, author of the seminal work Postwar, about the dynamics of Europe since World War II, has written an important new book, in my view, Ill Fares the LandThe New York Times has called it a “…bleak assessment of the selfishness and materialism that have taken root in Western societies (that) will stick to your feet and muddy your floors. But the Times adds that “Ill Fares the Land is also optimistic, raw and patriotic in its sense of what countries like the United States and Britain have meant — and can continue to mean — to their people and to the world.”

In his review, Dwight Garner explains that Judt is describing the “political and intellectual landscape in Britain and the United States since the 1980s, the Reagan-Thatcher era, and he worries about an increasing and ‘uncritical adulation of wealth for its own sake.’ What matters, he writes, ‘is not how affluent a country is but how unequal it is,’ and he sees growing and destabilizing inequality almost everywhere.”

It’s heartening to see at least one “public intellectual” – a vanishing breed – lay out in a direct, forceful argument the accumulating toll of greed and self-centeredness that has dominated our recent political and social landscape.  Judt describes these themes as “elevated to a cult by Know Nothings, States’ Rightists, anti-tax campaigners and — most recently — the radio talk show demagogues of the Republican Right.”

Judt observes, for example, that the notion that taxes might “be a contribution to the provision of collective goods that individuals could never afford in isolation (roads, firemen, policemen, schools, lamp posts, post offices, not to mention soldiers, warships, and weapons) is rarely considered.”  Click here for the full Times review.

I think Judt’s theme about serving the “common good” is growing throughout our culture.  It’s increasingly visible, for example, in the recognition that humans are “wired” for empathy and for serving something larger than their just their own needs — many of which are socially conditioned to begin with and fuel self-centeredness and narcissism.

In that vein I wrote about healing our “empathy deficit disorder” in my previous post, and author Jeremy Rifkin has argued much more broadly and in great depth about the rise of an “empathic civilization” in his major, well-documented new book.

I also see the awakening of interconnectedness and service to the common good increasingly visible in the rise of a new business model – one that combines having impact on the common good as well as achieving financial success.  The green business movement incorporates much of this emergence, as well as related trends towards sustainable investment, social entrepreneurialism and venture philanthropy.  I would add to those the growing recognition of the need for a psychologically healthy management cultures, as well.

Interesting, also, in Judt’s book is his argument that the left and right have switched sides, in a sense.  That is, he explains that today the right pursues radical goals, and has abandoned the “social moderation which served it so well from Disraeli to Heath, Theodore Roosevelt to Nelson Rockefeller.” He argues that it’s now the left that is trying to conserve “the institutions, legislation, services and rights that we have inherited from the great age of 20th-century reform.”  For another interesting take on the “reversal” of the left and right from the 1960s to the present, see economist Ev Ehrlich’s two-part essay on his blog, Ev Ehrlich’s Everyday Economics.

It sounds lame, but true: We’re sure living through some interesting times….

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Vermont Proposes Creating A “Beneficial Business” Corporation

Now this is interesting:  Legislation has been introduced in Vermont to create a new kind of corporation.  Different from a non-profit, it would provide social good for the community, while returning gains to investors.  In a Burlington FreePress article describing this legislation, Seventh Generation co-founder Jeffrey Hollender is quoted as syaing that the bill “provides Vermont with a very unique and important leadership opportunity.”

The FreePress reports that the legislation calls for new and existing for-profit corporations to elect status as a for-benefit corporation with the purpose, among other things, of creating public benefit.  The bill, called the Vermont Benefit Corporation Act, defines “public benefit” as “a material positive impact on society and the environment, as measured by a third-party standard, through activities that promote some combination of specific public benefits.”

Will Patten, executive director of Vermont Businesses for Social Responsibility, backs the measure, saying “It’s a no-cost, positive piece of legislation that might have an impact on Vermont’s economy.”  Green Mountain Roasters is reportedly a prime candidate to become a benefit corporation, upon approval by two-thirds of shareholders, should the legislation become law.  Click here for the complete article.

This kind of hybrid corporation makes good sense in this era of economic and organizational turmoil and change — one that calls for out-of-the-box thinking about ways to combine economic success and service to the common good.  Increasingly, economists and others are observing that our institutions and their leadership vision are locked into 20th Century thinking and realities; and that new kinds of thinking and structures are needed to address the complex, interconnected issues facing societies and people today.  Harvard’s Umair Haque, among others, has been addressing these issues in his writings.

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Gen X and Gen Y Careerists – Harbingers Of Change In Business and Personal Lives

I often hear a similar lament from both younger and older careerists….about each other.  The younger workers say, “These older people just don’t get it.  They expect us to just fall into line, follow bureaucratic rules, and they don’t show us respect for what we know.”

And the older one’s say, “These young people just don’t understand how to function within an organization.  They want recognition, promotion, everything before they’ve earned it, like we have.  That’s not how reality is.”

It reminds me of a couple that once said about each other – “It’s not that we see things differently.  It’s worse than that:  We’re seeing different things!

Exactly.  So, what can we make of this?  Is it simply the current generation gap?  I think it’s more than that.  It’s part of a broader, growing shift in the mentality of adults towards career, personal life and the role of business in society.  But it’s more visible and pronounced in the so-called Gen X and Gen Y workers, who are the offspring of those “older” workers – the Baby Boom generation now at midlife.

Some interesting research and survey data sheds light on what’s occurring.  For example, a study of 3,500 wage earners conducted by the Families and Work Institute of younger workers.  One finding was a dramatic shift among younger workers in how they handle hostile or abusive work environments:  They won’t stay very long in them, in contrast to how older workers traditionally behave – acceptance and suffering.  The younger workers tend to leave, confident that they’ll find something better.  Or, they “play” with the situation, not letting it get to them emotionally, while they craft an exit strategy.

Puzzling to older workers is that younger careerists want to know, “How quickly will I take on new responsibilities? How meaningful will my work be — immediately?”  They look for a collaborative atmosphere in which all members of a hardworking team share responsibilities.  Older people see this as Continue reading

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What Is The “4.0” Career?

Some readers have asked me to explain why I have a category labeled “Work and Career ‘4.0.’”  Fair enough: A few of these blog posts are tagged that way, but I haven’t described what I mean by that designation.

What I call 4.0 is a shorthand way of describing a new evolution I see in people’s attitudes, behavior and desires about their work and career.  Think of 1.0” as more of a survival orientation to work.  It’s how people think about and engage in their work when they’re in situations of extreme hardship, political upheaval, or within socio-economic conditions that limit their opportunity and choices.  That probably describes the situation for the masses of people throughout most of history, and of course it exists today.  In such situations, just earning enough of a living to survive and support yourself and your family is your target, your criteria of  “success.”  Today, the conflicts that people experience within version 1.0 often concern working conditions, discrimination and limited opportunities for getting onto a career path that can lead to something better.

Version 2.0 emerged with the political and economic environments that gave rise to the modern “career”; that is, mostly within increasingly large, bureaucratic organizations from about the late 1800s into the early 20th Century.  Those organizations required layers of management and administration – white-collar jobs.  Advancement became possible along a defined path, and was available to people who could gain a foothold within it, usually because of educational opportunities and/or social class advantages they were born into.  Seeking recognition, power, status, and material perks from steady advancement define success with Version 2.0.  It still predominates within today’s career culture.  It’s where you find the conditions that generate, for example, work-life conflict, boredom, workplace bullying, hostile management practices, and subtle racial and gender barriers to moving up.

Version 3.0 arose just in the last few decades.  It reflects Continue reading

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Three Kinds Of Boredom At Work

Boredom at work can as stressful and damaging as overwork – perhaps more so.  Sometimes it creates embarrassing situations, as it did for Joel, a mid-level executive.  He felt so bored that he sneaked out of his office one afternoon to take in a movie.

When it was over, guess whom he ran into coming out of the same theater?  His boss.

“We know that 55 percent of all U.S. employees are not engaged at work. They are basically in a holding pattern. They feel like their capabilities aren’t being tapped into and utilized and therefore, they really don’t have a psychological connection to the organization,” said Curt W. Coffman, global practice leader at the Gallup Organization, as reported in the Washington Post. And Jean Martin-Weinstein, managing director of the Corporate Leadership Council, a division of the Corporate Executive Board Co., cited findings from a survey of 50,000 workers around the world who were asked questions such as: “Do you love your job? Do you love your team? Are you excited by the work you do every day?”  Thirteen percent came out saying no, no, and very much no.  “They are disaffected, because they are basically completely checked out from the work they do,” Martin-Weinstein said.

Employees who are better utilized are more fulfilled.  They work more productively.  For example, Continue reading

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Dealing With Career And Management Conflicts In Nonprofit Organizations

  • A social justice advocacy organization is stung by accusations from some of its staff that the leadership doesn’t “walk the walk” when it comes to racial and sex bias. Complaints also include that the organization’s mission has become too diffuse.  Anger and resentment build.
  • A public interest research organization discovers that shared staff commitment to consumer protection doesn’t preclude staff relationship conflicts or complaints about management practices. “We all believe in what we’re doing,” the Director tells me, “so we shouldn’t be having these kinds of problems.”
  • A social service organization is faced with apparent emotional disturbance of a senior staff member. Increasing amounts of management time are spent trying to deal with the person’s declining performance, absenteeism, and behavior toward coworkers. The Executive Director is unsure how to deal with the problem, and asks me “How do we balance compassion with the needs of our agency, in situations like these?”

Sound familiar? I have observed many nonprofit organizations trying to carry out their public interest or social service missions effectively – but within a workplace and cultural environment that gives rise to problems like these.  Such problems reflect an increasingly common, interwoven mixture of personal and organizational conflicts.  Many are similar to those I find in for-profit companies.  But the unique circumstances of nonprofit groups makes knowing what helps – and what doesn’t – critical to maintaining their internal and external success.

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Why Do People Volunteer?

During the holiday season, many people feel the need to volunteer their time to charity organizations.  Feeding the homeless is especially popular at this time of the year, and then often forgotten – duty done.  Such volunteering is often met with eye-rolling by the staff of organizations, who wish that such earnest desire to help would continue at other times of the year as well.

It’s easy to be cynical about holiday volunteering.  But for an increasing number of men and women, young and old, volunteering their time, service, and expertise has become an integral part of their lives; an expression of their core values.  And that raises the question: Why do people volunteer?

Moreover, how does it impact your own life, as well as those whom you help? Over the years I’ve explored these questions with men and women, and tried to help them discover the meaning and impact of their volunteer work upon their own lives, both personally and professionally. I’ve found that volunteer work can impact peoples’ values, perspectives, and even their life goals.  For many, it spurs new growth, spiritually and emotionally.

This makes sense.  Over the years, as I’ve investigated the link between career success and emotional conflict, I’ve found that many highly successful, career-oriented men and women acknowledge feelings of inner emptiness, and absence of meaning in their lives. At the same time, many say that their volunteer work is the only arena that provides a sense of meaning and human connection.  Far greater than their career, and – sadly – often greater than their intimate relationships.

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Behind the Obama Nobel Prize “Outrage”

I think the reasons suggested for the uproar over President Obama’s Nobel Peace Prize miss a deeper issue.  First, no one would dispute that Mr. Obama has not yet achieved the level of contribution to world peace that other honorees have.  He, himself, acknowledged that.  Critics of both right and left argue that the reward reflects an unhealthy cult of personality, and that his rock star status has overwhelmed better judgment.  Some point to the Europeans’ apparent delight at sticking it to Dubya.  And, needless to say, racism is part of the angry outbursts as well.

But there’s a missing source of the outcry.  It’s probably less conscious; certainly less articulated.  It’s that the award gave a new focal point for mounting fears generated by a profound shift the world is undergoing on many fronts: The economic meltdown; global dangers and threats; the impact of climate change.  It’s an interlocking world, in which everyone has to figure out how to compete and collaborate with everybody else.  And it’s a diverse world – not “out there,” somewhere, but right here in people’s community and workplace.  Moreover, shifts in how people conduct their social, sexual and individual lives are visible all around.

In today’s new era of tumultuous change, we’re shifting from an environment of  old-style “command and control,” in private relationships, careers, and organizations, to “collaborate and cooperate.”

This wave-change, this new reality that the future has arrived, is very hard to digest for some. I’m not referring, here, to the Fox crowd — the right-wing commentators and pundits.  Most probably know better; and know what’s going on throughout our society and the world.  They may not like the changes taking place – perhaps symbolized for them by a black man in the White House.  But they’ve chosen to exploit fears among segments of the public hardest hit by these massive changes.  They’re exploiting them for their own avarice and self-promotion. Continue reading

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Psychologically Unhealthy Management: A Human Rights Violation?

Four years ago, U.N. Secretary General Kofi Annan appointed Harvard professor John G. Ruggie to be Special Representative on business & human rights. This new mission was charged with investigating human rights abuses by transnational corporations and other business enterprises. Since then, it’s focused on such areas as discrimination, pesticide poisoning, child labor, drinking water contamination, sexual abuse, and the displacement of indigenous peoples.

But I think another, largely overlooked category of corporate behavior deserves inclusion as a human rights violation:  Management practices that damage the mental health of a company’s own employees.?? Unhealthy management and leadership harms employees and, therefore, their work performance.  Most everyone is familiar with the damaging effects of abusive, hostile, arrogant and narcissistic bosses; of manipulative or deceitful leadership behavior, often directed by senior management towards each other; workaholic demands that result in burnout and diminished productivity; intimidation and threats, subtle and overt; public denigration and humiliation; destructive political maneuvering and closet discrimination.  The list goes on.

Typical consequences for individuals include depression, rage, severe stress or anxiety, withdrawal, paranoia and, increasingly, lawsuits.

As a consultant to business leadership and a psychotherapist for 30 years, I’ve helped people at both end of the spectrum — from the mailroom to the corporate suite — deal with the consequences.  Moreover, I’ve seen an increase of such practices since the economic meltdown began in September 2008.

Unhealthy leadership and the culture it spawns Continue reading

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“Birthers” and The Black Man In The White House

The Washington Post’s Pulitzer Prize-winning columnist Gene Robinson has a great piece about the paranoia of the “birther” movement — those, including members of Congress, who claim that President Obama was not born in the US, is an alien, not an American citizen, a “Manchurian candidate” after all, and so forth.  http://tinyurl.com/ktstgj

A recent poll shows that the overwhelming majority of those who believe in this conspiracy are Southern Republicans.  I think it’s pretty clear what’s behind this movement, and why some members of Congress go along with it; or refuse to repudiate it.  It’s the simple fact that we’ve elected an African-American President of the United States.  As Chris Matthews has pointed out on “Hardball,”  this alleged “controversy” is not about documentation; it’s about pigmentation.

That’s a polite way of saying “racism.”  I think the “birther” believers are really saying to themselves (and to each other) “Oh my God, there’s a black man in the White House!”  So they’ve got to de-legitimize him. I hope that more public figures expose this for what it is, and not skirt the issue.  Or give credence to it, as Lou Dobbs has been doing on CNN. The larger issue, though, is that our country is undergoing massive transition and evolution in many areas.  We are moving away from a dominant white male culture.  It’s estimated that in about 40 years white people will be in the minority.  Already, five states have non-white majorities.

This is our future — we’re headed towards a multi-racial, multi-ethnic America.  While the fears of those who view this as threatening can be understood, the expression of those fears through hatred, conspiracy theories and potential violence should not be tolerated.

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The Casualties of War…Coming Home

“Before the murders started, Anthony Marquez’s mom dialed his sergeant at Fort Carson to warn that her son was poised to kill.

It was February 2006, and the 21-year-old soldier had not been the same since being wounded and coming home from Iraq eight months before. He had violent outbursts and thrashing nightmares. He was devouring pain pills and drinking too much.

He always packed a gun.

‘It was a dangerous combination. I told them he was a walking time bomb,’ said his mother, Teresa Hernandez.

His sergeant told her there was nothing he could do. Then, she said, he started taunting her son, saying things like, ‘Your mommy called. She says you are going crazy.’

Eight months later, the time bomb exploded when her son used a stun gun to repeatedly shock a small-time drug dealer in Widefield over an ounce of marijuana, then shot him through the heart.”

So begins “The Casualties of War,” by Dave Philipps, which appeared recently in the Colorado Gazette

It was forwarded to me by my old friend David Addlestone, who founded the National Veterans Legal Services Program in Washington, DC and led it for many years, until stepping down in 2008.  Addlestone – whom the American Bar Association called “a Human Rights Hero…who dedicated his entire professional career to vindicating the rights of the often scorned warriors…” has fought for veterans’ legal rights for decades, going back to the Vietnam era.

So it’s no surprise that he would be calling attention to this latest human rights tragedy underway regarding the mental health of our returning veterans and the behavior their psychological condition provokes.

Philipps’ article documents chilling accounts of the emotional damage suffered by many vets, often leading to violence, murder and self-destructive behavior – both while on duty and especially after the vets return to “normalcy.”  Unfortunately the military appears to not take very seriously — and even eggs on, in some cases — the mental traumas that the returning soldiers bring with them.  See the rest of Philipps article at http://tinyurl.com/ngo3hz

Our elected officials and our institutions need to address this, perhaps with a war-to-peace transition program Continue reading

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Values and Behavior Are Evolving Towards Success & Service To Others

Great Nicholas Kristof piece in NYT about Scott Harrison’s Charity: Water http://bit.ly/yfRgm

I interviewed Scott for an article I wrote in the Washington Post in 2007 and was impressed with his ability to put his business and media savvy and talents in the service of addressing a humanitarian problem.

Even more impressive and significant is his personal story arc: From an awakening out of a self-centered life; which led to an unexpected, almost serendipity experience; which led, in turn, to creating a successful venture — one that’s having tremendous impact on people who are deprived of something as basic as clean water. http://www.charitywater.org

I’m finding that people like Scott are emblematic of a growing evolution within personal values and behavior, today: Redefining success away from self-centeredness, greed and purely personal gain; and towards using your talents to serve the common good.  My study of this evolution suggests that it reflects an emerging new definition of psychological health that fits the needs of our post-globalized era.

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Psychological Resiliency Needs Redefinition In Today’s Chaotic World

Much talk in the media about the need to be “resilient” in the face of economic meltdown, career uncertainties, stress at home and work, etc. The conventional advice – like trying to “balance” work and life, managing your stress with proper exercise, diet, meditation, and focusing on positive thoughts and feelings to help you cope with it all — good stuff, per se, but it’s not going to help very much in this current world, which is transforming beneath our feet in ways that can be hard to fathom or deal with.

Conventional solutions aren’t effective because they point you to coping and managing with conventional conflicts. Our changing world requires much more of a proactive position – perspectives, emotional attitudes and actions that address a new reality: that our lives and well-being are totally interconnected, globally. We succeed or fail at work and in relationships to the extent that we can, in effect, “forget ourselves,” and focus on serving the larger, common good. It sounds like a paradox, but we’re all global citizens now, and whatever attitudes and actions support positive engagement — other people, co-workers, or missions larger than our own narrow self-interest – they circle back to increase success and security in our own lives.

 

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Sustainable Leadership

We see an increasing focus by corporate executives on actions that promote sustainability. This is a positive development, but we need to focus on describing, promoting and teaching the leadership mentality, mindset, and perspectives that will support those actions throughout all levels of an organization. Otherwise it becomes dissipated or lost. A positive, supportive management culture is an essential ingredient, from the start. Too often, this is overlooked or neglected.

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