We’ve lost this idea. We’ve bought into the fallacy that being engaged at work, having best friends at work, and bringing our full selves to work is the “correct” way to function and get ahead in life. That working 60-80 hours per week at our jobs is somehow going to change the world. I think Toni’s father had it right.
Get your money, then come home. Nothing less, nothing more. Work is not home, your life isn’t there.
So after 12 years, I’m back, but it’s very different. Because 12 years is a long time and things change fast around here. This opportunity only came about because I’ve been changing and now have something different to offer, that matches up with how the firm has been changing. I could have resisted learning all these new things over the years, but that would have also limited what I could do going forward. I’m really happy I didn’t do that. It might be the best career move I’ve ever made.
But in other areas of life, that’s not at all how the game works. War, business, education, etc. are not finite games. It’s not clear who all of the competitors are, the rules change and there’s no one “score” that everyone has agreed upon. Maybe most importantly, it doesn’t end at the allocated time, it goes on and on with some of the competitors giving up over time and dropping out of the game.
The problem Simon identifies is that when the game is infinite, but you play it as if it were finite, you end up in a quagmire.
She uses these stories as a jumping-off point to talk about goals and failure. When the goal is to finish the marathon, anything other than that is a failure. Despite the change in circumstances, the risk of doing more damage to themselves, and the fact that no one would find fault in them for stopping, they went on with this myopic focus on hitting their goal.
It got me thinking about OKRs. You know, those quarterly, semi-annual, or annual goals we set for employees during performance reviews, and then measure them solely on whether they hit those goals or not. As if the world doesn’t change in the middle of the time period and forces us to react in a way that might not be part of our stated goals.
It also got me thinking about company-wide goals like market share, revenue, etc.
As I read over the list of six conditions that Drucker believed enabled productivity, I came to the conclusion that I have never worked in a place that provided all six. Usually that last one, being seen as an asset as opposed to a cost, is the easy one to see. Management loves to remind you that you are a cost, especially if you work in a tech or training position. Heck, anything other than a sales position in some organizations is a “cost”, and we all know anyone who isn’t directly billing more hours to a client than they get paid in legal is a cost. As we have seen over the last year, you can do great work, but when shareholders and Boards decide it’s time to cut costs, that great work won’t grant you immunity from mass layoffs.
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