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:
Let me explain…
//
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?
//
Nikola Tesla reportedly said, “If you wish to understand the secrets of the universe, think of energy, frequency, and vibration.” The more we lean in to an energy-based approach to work at Helios, the more we believe this to be profoundly true.
“Energy” is an interesting topic, mostly because it’s not something we talk about much in regards to humans. We talk about it plenty in reference to other things, like how we power the electricity in our houses or the oil we suck up from the ground. But when it comes to human energy, the topic can feel incredibly foreign at first.
But you intuitively understand human energy much more than you think… >>> READ THE REST RIGHT HERE
//
JOSH ALLAN DYKSTRA
Creating a world where everyone can #lovework.