The Reinvention Of Work (Our Mission)

Leadership, Legacy, Life

In a nutshell, ’round these parts, this is our mission:

The Destruction, Reimagination, and Reinvention of The Job.

Some call this is the Age of the Internet, the Age of China, the Age of Innovation. But above all, we live in the Age of Dilbert. Or, more accurately, we suffer through it.

So why can’t we have work that nourishes the mind, body, and soul? Why can’t we have work that’s meaningful and fulfilling, challenging and compelling, riveting and involving? Work that’s not just, well, work, a source of displeasure that pays the bills, but a calling, a mission, a purpose, and a passion, that pays life forward?

Here’s my hunch. Whoever does reinvent the job might have finally built a company that’s so relentlessly innovative, so fully engaged, so unshakably persevering that it reduces pretty much everyone else to a distant second place.

Rant courtesy of one of my favorite thinkers, Umair Haque.

This so accurately sums up the movement I consider myself a part of.

Only I don’t think it’s going to be one entity, like he suggests, that “gets this right.” I think it’s going to be a whole lot of us, working in concert, spreading the fire, pushing the tidal wave of progress.

Oh yes… work is about to get a whole lot more fun.

If you’re a revolutionary who wants to help create the new world of work, please stay connected by subscribing here. More info coming soon!

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Image is from the website of Parramatta in Western Sydney, Australia. This visual was so cool and representative of a “new world of work” vision I had to co-opt it. It’s even cooler animated — visit their site here.

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Good Leaders Don’t Do Everything

Leadership

I see a lot of chatter around this general idea:

“Leaders don’t command what they are unwilling to do themselves.”

I understand the sentiment, but when even slightly misinterpreted this mentality does more harm than good.

At its core this thought promotes the myth of the “well-rounded leader.” Problem is, nobody can do everything well.

This idea adheres to the same philosophy that demands executives spend two years in every department in the company on their climb “up.”

I promise you — talented people do not need to spend two years in an area of weakness to appreciate the value of it. What they do need is to get enough exposure to able to speak intelligently about it and communicate that area’s importance, and then they need to be moved as quickly as possible to their area of strength.

If these paths don’t exist, then we need to create more ladders.

The truth is, good leaders assign out a LOT of things they are unwilling to do themselves, because they know that another person can do certain things MUCH better than they can.

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Photo by Kelly Kerr.

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