It’s one of the most common complaints I hear from leaders about the workplace, though it comes in a variety of forms and phrases…

“People just don’t do what they’re supposed to do.”

“We have an accountability problem.”

“I don’t WANT to ‘manage’ people, but I feel like I HAVE to.”

But these things are like sinus congestion, body aches, and a fever — they are simply symptoms of the underlying disease: “Congrats, you have the flu!”

In our workplaces, we might call the above statements symptoms of Neverland Disease…

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Doing “purpose work” in organizations seems to be all the rage right now. And, again, for the most part, this is a great thing. But something has been bothering me about this, so today I’d like to show you exactly how “purpose work” can fail your organization.

There are two primary ways this happens:

1. It can make individual purpose feel coerced, and
2. It can make individual purpose feel like it’s something that can be “figured out.”

Let me explain…

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“I just love being micromanaged.”

Have you met a lot of people who would say this? Have you even met one? I’ve been studying leadership and human behavior for the last 20 years, and I struggle to think of a single person I’ve met — ever — who would say they enjoy being micromanaged.

Humans, by nature, seek independence and self-determinism. (If you find yourself skeptical of this, try helping a toddler put on their shoes.) We are wired to want to be masters of our own universe, to explore and push and strive. We crave the freedom to chase what compels us.

But something else is curious to me, as well. As we yearn to pursue these autonomous things that are decidedly human, is there really any practical difference in being micromanaged versus just being “managed?” The former seems to garner almost universal hatred, but the latter somehow seems to be almost completely acceptable.

Should that be the case?

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