Think about it: if you’re getting interrupted by email, calls, instant messages, etc., every three minutes, and it takes longer than three minutes to get back to focused work, there is none. That is the reality for many people in the workplace. And then we wonder why projects get off schedule so easily. Project tasks require focused time that doesn’t exist.
As Greg points out, it’s pretty standard for us to appreciate it when old contacts reach out. I’d add that it’s pretty standard for people at events to enjoy the stranger who tries to welcome them into a conversation rather than ignore them.
Yet most of us go about life depriving people of that enjoyment because we somehow believe they won’t enjoy it.
There’s no evidence of it.
The holidays are a great time for reaching out, by the way. A quick, happy holiday wish can go a long way.
If you’ve felt this way, I encourage you to consider that communication is a skill you can learn. Writing, speaking, presenting, training, etc., are all variations of the basic skill of communication. If you can learn how to articulate your ideas, you will likely find more success in your career. If you’re willing to teach your employees this skill, you’ll get more involvement and better ideas, rather than just hearing from the loudest voices on your team. It’s worth the effort.
I would suggest that another partial explanation is that many jobs and businesses don’t involve work that feels purposeful because the work has no purpose. Too many jobs exist solely to make more money for CEOs and investors. They don’t sell anything that helps society. Employees don’t benefit directly from business improvements, and those same CEOs justify all of the efforts by talking about how much the stock price went up. That seems to be the entire point of the organization. That’s the purpose.
It’s not easy to feel like your work has a purpose when the real purpose is to make some number go up. It’s hard to be engaged with that.
I think we might need a variation of the Dunning-Kruger effect to describe the people who weren’t smart enough to realize the AI was wrong when it told them their ideas were brilliant.
Why would we trust the same leaders who never overcame proximity bias when it came to people who spent more time in the office versus those who got work done to figure out how much flexibility employees should have? They’re not good at any of this.