Building a "We Culture": Lessons from Dr. Isaac Prilleltensky

In this episode of Meaningful Work Matters, Andrew Soren spoke with Dr. Isaac Prilleltensky, Mautner Endowed Chair in Community Well-Being and Professor of Educational and Psychological Studies at the University of Miami.

Prilleltensky has led work climate as a dean and vice provost for institutional culture, and his research explores, in part, the topic of mattering.

Meaning vs. Mattering

According to Prilleltensky, there are two key components to mattering: feeling valued and adding value. Feeling valued involves being seen, recognized, respected, and appreciated, while adding value entails contributing to oneself, the workplace, family, or the community.

He aligns his beliefs with the Quest for Significance theory proposed by social psychologist Ira Kurzban, which suggests that many of our actions are driven by a desire for significance and mattering. In that vein, Prilleltensky explains that meaning is essentially a belief, behavior, or commitment in service of mattering. Meaningful activities, such as contributing to a social cause or personal development, provide individuals with a sense of significance and purpose, fostering engagement and a feeling of being alive.

Can Mattering Prevent Burnout?

In short, yes. Prilleltensky highlights Julie Haizlip’s research, which indicates that people often enter fields with high burnout rates, like teaching or nursing, due to their meaningful nature. However, they stay only if they feel valued and can add value. In fact, neglect and devaluation are primary reasons for burnout and turnover in various professions.

Prilleltensky also touches on some practical ways to make employees actually feel valued. He delineates between “me cultures” and “we cultures” within organizations, contrasting focus on individual advancement and happiness in "me cultures" with the collective responsibility and sense of belonging in "we cultures."

It is important to recognize and value the contributions of all employees, promoting a culture where everyone feels they have the opportunity to add something to the organization. This will make employees feel valued and prevent burnout.

Me Culture vs. We Culture

Prilleltensky points out that most people view work as a vehicle for their own advancement, paying little attention to others. That is defined as a “me culture,” driven by a more self-serving approach to the workplace. One is concerned about their own desire to feel valued, but they have little concern about whether anyone else does.

In a “we culture,” Prilleltensky says that one believes we all have the right to feel valued and appreciated. That puts everyone responsible for looking out for and caring for each other. That means not only looking for ways to feel valued but also looking for ways to add value to someone else’s work experience.

When he was Vice Provost at the University of Miami, Prilleltensky says there were faculty councils but no opportunity for staff to come together. So, he created a staff council. They met monthly to discuss any concerns and ensure they felt they were cared for. He also ran workshops where he would ask faculty and staff from across the university to explain how they add value. It allowed them to speak highly of themselves and feel responsible for something greater.

“Give them a chance to speak. Give them a chance to shine. As the asker, you will be rewarded tenfold by the recognition you will get for giving recognition to other people,” he says.

Fairness and Wellbeing

Prilleltensky believes "there's no wellness without fairness.” He explains that justice, experienced as fairness and respect, is crucial for well-being. It influences how individuals feel valued and add value in their personal and professional lives.

Justice profoundly impacts psychological experiences and well-being, suggesting that fostering fairness is essential for promoting individual and societal wellness.

From a practical standpoint, Prilleltensky suggests values clarification exercises, recognition programs, and creating platforms for staff to voice their concerns and contributions. These can have a transformative impact of shifting from a focus on individual happiness to collective well-being and fairness in organizational culture.

Final Thoughts

Prilleltensky encourages everyone to think of one thing they can do when they return to work to feel like they matter and to help others feel like they matter.

He gives an example and emphasizes the impact that one can have by simply gifting one's ear to someone so they can feel seen and heard. He says to ask some open-ended, nonjudgmental questions. Be curious. Invest time in learning about one’s colleagues. All of this will help them feel appreciated, respected, and valued. In turn, it will make you feel rewarded.

Unlocking Gifts, Strengths, and Potential: Lessons from Dr. Evgenia Lysova

In this episode of Meaningful Work Matters, Andrew Soren spoke with Dr. Evgenia Lysova, the Associate Professor of Organizational Behavior at the Department of Management and Organization, Vrije Universiteit Amsterdam.

Lysova has spent more than a decade researching what makes employees feel their work is meaningful, how people can pursue meaningful careers, and how organizations can aid this process. Her most recent research focuses on the roles that Corporate Social Responsibility and the Future of Work play in the experience of meaningful work.

Meaningful Work, Defined

As Lysova points out, meaningful work can be described in many ways, but she prefers to view it through the lens of subjectivity - as something that anyone can find in their careers.

“So, it's about personal significance, it's about feeling worthwhile in what you're doing and also valued,” she explains.

Within meaningful work, Lysova also touches on the idea of a calling, which is a bit more controversial among scholars. She refers to it as an “extreme way” of looking at meaningfulness because it stems from the belief that an individual feels it is their destiny to do something specific. However, Lysova doesn’t believe this draws one toward a specific career. Instead, she believes a calling encourages someone to use their skills or gifts in a specific way, regardless of their field.

Meaningfulness in Work vs. Meaningfulness at Work

Although these two concepts may sound the same, Lysova points out an important distinction between them based on the research of scholars Michael Pratt and Blake Ashworth.

Essentially, meaningfulness in work arises from the actual role an individual is doing. Lysova uses nurses as an example because their job requires caring for others, which yields an important and meaningful result — saving a life.

Meaningfulness at work is based on the sense of satisfaction or belonging one feels at their job, regardless of the job they are doing. For example, Lysova says one’s company could have some extraordinary social responsibilities that help someone feel they belong at the organization.

Lysova suggests an individual should search for both to find a more holistic version of meaningfulness.

Gifts vs. Strengths

Lysova distinguishes between gifts and strengths, particularly regarding meaningful work and relationships in organizations. She describes gifts as innate qualities individuals are born with or discover over time, while strengths are developed through experience.

This is one area where organizations play a key role in helping individuals find meaning at work. According to Lysova, in order for employees to contribute their gifts and strengths effectively, they need to feel valued and safe at work.

The Framework for Meaningful Work

Lysova’s work has developed a comprehensive framework encompassing various levels of analysis, ranging from individual characteristics to societal influences, to provide a holistic understanding of what constitutes meaningful work.

Individual characteristics - Lysova explains that personal characteristics such as values, beliefs, and needs shape a person’s perception of meaningful work. Not everyone will experience meaning in the same ways, and we need to start here to find the right person-work fit.

Work environments - An individual does not exist in a bubble at work, and therefore, their personal characteristics will always exist within the context of the work environment. This includes job-related factors, such as autonomy and job design, and organizational elements, such as leadership style and organizational culture.

While individuals are ultimately responsible for finding meaning in their work, Lysova says that organizations bear the duty of ensuring a supportive and ethical work environment that is conducive to meaningful experiences.

AI and the Future of Work

As the way humans work changes rapidly with the introduction of new technology, especially artificial intelligence, Lysova expects this will significantly impact social connections within organizations.

As the work landscape changes, Lysova highlights the importance of self-awareness, explaining that individuals should be cognizant of both internal and external factors that contribute to meaningful work experiences. Mindfulness practices and reflective dialogues are helpful means to enhance awareness and foster meaningfulness despite technological advancements.

Final Thoughts

Believe it or not, there is such a thing as looking for too much meaning, Lysova says. Excessive emphasis on finding meaning may lead to adverse effects, which Lysova says organizations must cultivate supportive environments where individuals feel comfortable sharing their experiences without fear of judgment. She also emphasizes the importance of openness and collaboration in creating a conducive environment for meaningfulness, where individuals can share diverse experiences and perspectives.

Lysova says she is still pondering ways to sustain meaningfulness at work over time. While awareness is a key component, she continues her research to uncover more about this topic. As research from Katie Bailey describes, Lysova also agrees there is a temporal aspect to meaningfulness, which can change over time through one’s life and career.

She stresses that sustaining meaningfulness may not necessarily mean consistently high levels but finding ways to navigate fluctuations and return to a satisfactory level.

Work-Family Interface: Lessons from Joe Grzywacz

In this episode of Meaningful Work Matters, Andrew Soren spoke with Joe Grzywacz, the Associate Dean of Research and Faculty Development at San Jose State University in the College of Health and Sciences. His research expertise lies at the intersection of work and family life and their profound impact on health and well-being.

Grzywacz recognized early in his career that work can be a challenge to push through, but at other times, it can be a place to flourish and do well. The key difference is how work is designed and positioned to achieve the latter.

Midlife in the United States (MIDUS)

Grzywacz has been deeply involved in a landmark research project called Midlife Development in the U.S. (MIDUS). Since it started in 1995, this national longitudinal study of health and wellbeing has aimed to understand successful aging. MIDUS is unique because it measures social, biological, economic, and psychological factors across disciplines. Today, it is one of the largest studies of its kind, funded by the National Institute on Health.

Grzywacz oversees all areas related to the topic of work within the study - a critical factor for understanding health and well-being, given that the average person spends more time at work than just about anywhere else across the lifespan.

The Design of Work

There are different ways to think about the design of work. The National Institute for Occupational Health and Safety, for example, looks at job characteristics, which, boiled down, include buckets like:

• What are the opportunities workers have on the job to exercise control or decision-making regarding their work?

• How much external pressure or demand is put on workers?

• Is what I am doing meaningful, or does what I am doing matter in a lasting way?

• Am I treated fairly and equitably?

Grzywacz notes that these job characteristics are often very different for black and brown individuals, for younger workers compared to older workers, for men compared to women, etc. The job market is segregated in many ways that tend to benefit some people and not others.

The Impact on Psychological Well-Being

Based on about 40+ years of research, there are substantial consequences when these fundamental characteristics are unmet. These characteristics are tied to a concept called cognitive reserve. If you think of your mind as a muscle, the more you use it, the longer it will stay robust and healthy.

Likewise, many of these job characteristics are linked to how well your cognitive functioning holds up later in life and how physical health plays out in the face of chronic disease.

To Grzywacz, it’s crystal clear that work underlies our health and well-being, even if it takes a bit to catch up to us.

The Work-Family Interface

The work-family interface is all about how our jobs and families intersect. Grzywacz highlights that the two influence each other in various ways - sometimes good, sometimes bad.

On the one hand, we are caretakers and loved ones within a family structure, and on the other, we are operating in an economy that likely requires us also to be a worker. We are often splitting our time to satisfy both roles.

Finding a balance between these two important roles can be a challenge for all of us at one point or another. However, as Grzywacz explains, the synergy between work and life can also be enriching. In the Western world, this works very well. For example, for those who earn a living wage, or even a climbing wage, that’s a form of work-family enrichment because our work life ends up benefitting our family life.

Those with a synergistic or enriching work and family life have higher levels of well-being - and that is associated with less chronic conditions and lower stress levels, etc. A positive work-life interface benefits individuals, their families, organizations, and society.

Cross-Cultural Differences

According to Grzywacz, the research shows that job characteristics are relatively universal across cultural contexts.

By contrast, there are distinctive cultural differences when combining work and family. In the US, we’ve lived a ‘segmented reality’ throughout the industrial area. This means we spend 8 hours a day at work, then come home and attend to home life. In the US, work tends to be viewed as a different space than our family life.

The US is relatively unique in this separation. Other parts of the world see work and family as more integrated. For example, one might say they work for their family, and their commitment to their family is reflected in their work.

The Research on Alienation

Another area of Grzywacz’s research is alienation. This refers to when a worker is separated or alienated from the more significant impact, meaning, or context of their work AND the other individuals who are part of the final product.

The evidence tells us that alienated work is linked to a variety of mental health including depression. We have only recently connected this concept to the biology of successful aging. People with higher levels of alienated work show more wear and tear on their bodies at an organ and tissue level than those who experience less alienation at work.

Final Thoughts

In wrapping up, Grzywacz offers a reflection on pursuing meaningful work. He urges listeners to consider the balance between seeking meaning in work and finding contentment with what they have. He posits that while meaningful work is important, the constant chase for the 'perfect' job can lead to dissatisfaction and overlook the value of other life domains.

For further exploration:

• Mid-Life in the United States - link

Humans First, Workers Second: Lessons from Sara Steffens

This Meaningful Work Matters episode features Sara Steffens, Director of the Worker Power Coalition. Steffens is a longtime unionist who has built her life and career around employee activism. She organized her ‘home union,’ Communications Worker of America, in 2008 and has continued to advocate for worker’s rights, decency, and dignity.

All Work Has Dignity

In the context of labor relations, Steffens believes every job is meaningful and important, and all work has dignity. However, not every workplace treats its workers as though their jobs are important and meaningful.

She points out a common disconnect between workers who care deeply about what they do and employers who do not ‘match’ this commitment with decency. A decent workplace, according to the UN’s International Labour Organization, fosters freedom, equity, security, and dignity at work.

Steffens feels this complicated divide is often what unions attempt to bridge through organizing.

Meaningfulness In The Absence of Decency

Should we even talk about meaning if we don’t have decency?

Steffens urges us to remember that most people still care about their work and integrity, even when decency is absent. When there is a high level of decency, meaningfulness may be what work adds to your life, such as role modeling for your children, a connection to the community, or flexibility in caring for a parent or partner.

However, Steffens adds that workers will struggle when there is meaningfulness but not decency because work affects us as humans. In this way, decency must be in place.

When Meaningfulness is Exploitative

There are countless positives to meaningful work: higher commitment, better performance, corporate citizenship, higher retention, less absenteeism, more creativity, and others.

We also know there is a dark side. When there is a high moral stake in one’s work, our passion for work can become an obsession, and the boundaries between work and life disappear. Organizations. In these contexts, employees are prepared to work harder and will do so for less because the work in and of itself is so important. Deliberately or not, organizations have been shown to turn this passion into exploitation.

Steffens reflects on her experience as a former journalist, her passion for her work, and how she felt exploited based on her commitment. This ultimately led her to organize her workplace, which has been the story for many other unions.

Enabling Conditions For Meaningful Work

Unions are often skeptical of consulting firms (like Eudaimonic by Design) that offer well-being and resilience programming. When not positioned correctly - telling an employee that it’s their responsibility to maintain their well-being or resilience in the face of workplace challenges can be tantamount to gaslighting or blaming employees for their own burnout.

Steffens emphasizes that for these types of well-being initiatives to be successful, there should be a baseline level of decency and respect toward workers. These programs can and should extend the employer’s commitment to caring for its workforce.

A ‘Both And’ Situation

The boom of mindfulness and well-being apps being leveraged by employers may be an opportunity to question why we may need these tools at work. While personal resources are essential, employees should also have enabling conditions so they don’t have to manage such things. It shouldn't be an ‘either-or’ but a ‘both and.’

Steffens says there are too many instances where workers are not initiating mindfulness or well-being measures. While these offerings are meaningful, if they are not what employees want or need, then how meaningful are they? Steffens feels this would be better received if workers organized (through a union, ERG, committee, etc.) and spoke to leadership about what they know would be helpful.

The Pandemic’s Impact on Well-Being

Steffens feels the pandemic was a clarifying moment for many workers. Particularly for those on the front lines, it was made clear that they were ‘just dollars and cents’, and this realization cannot be unseen.

There has been a fundamental shift in what people will ‘put up with for money’. Steffens doesn’t feel workers will ever go back to certain practices and that employers who’ve tried to return to the way things were are met with much more resistance.

Lastly, there’s a new acknowledgment of employees’ humanity. We’ve now seen our colleagues as real people managing a household - our ‘work-life’ and ‘personal life’ can coexist. Steffens feels this is a good thing for all of us, as ignoring our personhood at work was never helpful.

The Role of Policy and Meaningful Work

For Steffens, the most significant role of the US government in this context is to set standards for decency and dignity at work that our capitalist system will not. In the past, this looked like safety standards and child labor laws.

Today, it also includes the One Fair Wage movement and preventing harassment and discrimination. Steffens also touches on policies that legally protect workers' right to organize, form unions, collectively bargain, and strike if needed.

The Case for Employee Activism

Steffens reflects on her experience of organizing her workplace as a highly positive personal experience. She developed close relationships with her co-workers, adding meaning to her work, and referred to them as ‘like a family’.

Organized workplaces tend to band together and support each other meaningfully. Standing up for policy and integrating activism at work fosters a sense of purpose and collective commitment based on Steffens’s experience.

When union organizing works, it’s rooted in respecting people’s dignity. Every job is valuable, even for those who may not consider the work as particularly meaningful. We undervalue many jobs as a society, but they all contribute to our global connection as humans.

Further resources to explore:

• The Mindfulness Conspiracy by Ronald Purser, of The Guardian (2019)

• Learn more about One Fair Wage

People Over Perfection: Lessons from Steve Leventhal

This Meaningful Work Matters episode features Steve Leventhal, founder and CEO of WorldBeing. Leventhal shares his perspective on the role of meaningful work within a global social impact organization.

Before pursuing this work, Leventhal had survived a near-fatal car crash, which shifted his perspective on work and his purpose in life. He founded WorldBeing, which he runs alongside his wife, Kate Sachs Leventhal, to empower under-served adolescent youth, especially girls and young women, to help them unleash their inner potential and thrive despite adversity and conflict.

In 2019, Leventhal received the ‘Outstanding Practitioner Award’ at the 2019 World Congress of Positive Psychology for advancing positive psychology practices in ethical and evidence-based ways.

Operationalizing Organizational Values

Leventhal discusses WorldBeing's unique approach, which focuses on developing internal skills and empowering individuals from the inside out. Their programs aim to reimagine self-identity and build emotional intelligence, communication skills, goal-setting abilities, and more. This contrasts with traditional international development approaches that focus more on external infrastructure development.

Leventhal and his organization have built internal training programs that mirror those facilitated externally to foster a deeper connection between the beneficiaries of WorldBeing and its facilitators and ensure the authentic adoption of values within the organization.

The Dark Side of Meaningful Work

Leventhal shares that he has seen the ‘dark side’ of meaningful work due to the challenges and issues his organization aims to address, which are pervasive and devastating to witness. He notices a difference between people who can approach the work from a place of love versus anger. While the anger is justified, it’s an unsustainable resource. Love, connection, and empathy have a more inexhaustible energy to put towards the work. That’s where Leventhal feels the approach to meaningful work must remain intentional and mindful, or else it can easily ‘take you over’.

What The Research Says

There are numerous positives to engaging in deeply meaningful work from a retention, engagement, and performance perspective. However, when the work has a very high moral stake, there is a higher likelihood that people will ‘give it their all’. As Bob Vallerand would describe it, they can go into ‘obsessive passion’ mode. That effort can open them up to work harder and for less, leading to burnout, compassion fatigue, empathy overload, etc.

Carrie Oelberger, who has studied the dark side of meaningful work, particularly for those who work in international aid. The mediating factor that Oelberger uncovered is a concept called ‘boundary inhibition’. This is when meaningful work takes over one’s life and annihilates the boundaries between work and life. The exception is when there is a deep values alignment between the worker and their closest personal relationships. In some ways, the values alignment can make the work even more meaningful and enjoyable.

Leventhal leads WorldBeing alongside his wife, and expresses immense gratitude and appreciation for participating in this work with his partner. The research rings true!

Co-Creating A Shared Values System

Leventhal reflects on the early days of founding his nonprofit and walking a fine line between pushing his envisioned values and listening to what his staff wanted to emulate and foster. At the time, his staff did not have the experience of working for an organization that asked the questions he did, such as: What kind of place do you want this to be?

They mutually landed on values like authenticity, deep listening, forgiveness, and empathy while insisting on accountability. The culture at WorldBeing is a living and breathing result of Leventhal’s vision that also reflects his workforce's genuine aspirations and sentiments.

Leventhal leaves us with two of his organization’s guiding principles: every moment is a choice between love and fear, and perfection is not an option.

For those seeking further exploration:

The Dark Side of Deeply Meaningful Work - Carrie R. Oelberger

The Two Faces of Persistence - Robert J. Vallerand, Tanya Chichekian, Jeremie Verner-Filion, and Jocelyn J. Belanger

Donate to WorldBeing here!

Leading Meaningful Work: Lessons from Wes Adams and Tamara Myles

In this episode of Meaningful Work Matters, Andrew speaks with Tamara Myles and Wes Adams. Myles and Adams discuss impact potential, recruiting for values, and fostering personal connections. They point out that adopting these behaviors can make workplaces more harmonious and productive.

Myles and Adams have been researching and working with organizations and leaders to understand how to bring meaningful work to life for decades. They believe meaningful work is essential for career well-being and that enjoying what we do daily contributes most to our overall well-being. When we know how what we do matters and that we matter, we are more productive, motivated, and happier in both our work and personal lives.

What is Meaningful Work?

According to Adams and Myles, meaningful work refers to work that is not just personally fulfilling but also positively impacts others and contributes to a greater sense of purpose or mission.

Myles explains, "When we spend half of our waking lives working, there's no reason why that work shouldn't be meaningful. When we know how what we do matters and that we matter, we experience a greater sense of meaning in life. Meaningful work contributes not only to our well-being and happiness but also to productivity and motivation at work."

Adams adds that meaningful work is not just about having a strong sense of purpose or mission but also about having a sense of autonomy, mastery, and connection to others in the workplace.

The Role of Leaders in Creating Meaningful Work

Myles and Adams believe leaders are crucial in creating meaningful work within their organizations. The top six leadership practices correlating to employees experiencing meaningfulness at work are focusing on impact, recognizing and nurturing potential, values-aligned hiring, acting with integrity, exercising a growth mindset, and fostering personal connections.

The Importance of Self-Awareness in Finding Meaningful Work

While leaders are essential in creating a culture that fosters meaningful work, Adams and Myles also emphasize the importance of self-awareness in finding meaningful work. Adams explains, "We all have unique strengths, values, and interests that shape what we find meaningful and fulfilling in our work. That's why it's so important to take the time to reflect on what's important to us and what we want to achieve in our careers."

Myles adds that self-awareness also involves honesty about what we're willing to tolerate in our work. "Sometimes we may find ourselves in a job that's not aligned with our values, or that doesn't allow us to use our strengths. In those cases, we need to be honest with ourselves about whether we're willing to make changes to find greater meaning and purpose in our work."

Tips for Finding Meaningful Work

Based on their research and experience, Adams and Myles offer actionable guidance for finding meaningful work:

1. Reflect on your values, strengths, and interests. Take the time to identify what's truly important to you and what you're passionate about. Look for ways to incorporate those values, strengths, and interests into your work.

2. Seek out opportunities for growth and development. Look for ways to develop your skills and expertise through training programs, mentorship, or on-the-job learning opportunities.

3. Connect with others in the workplace. Foster relationships with colleagues and seek out opportunities for collaboration and teamwork.

4. Be willing to take risks and make changes. Sometimes, finding meaningful work requires taking a leap of faith or changing your career path. Be open to new opportunities and be willing to take risks to find a career that aligns with your values and interests.

5. Advocate for yourself. Don't be afraid to speak up and advocate for what you need to find greater meaning and purpose in your work; whether asking for more autonomy or seeking out a new role that better aligns with your strengths, advocating for yourself is essential to finding meaningful work.

Conclusion

Myles and Adams believe that finding meaning in one's work is essential for well-being and happiness. They suggest leaders can create meaningful work within their organizations by providing autonomy, mastery, purpose, connection, and progress opportunities. By doing so, leaders can help employees feel valued and connected to the organization's mission and motivated and engaged in their work.

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Guest Bios

Wes Adams is a seasoned organizational transformation expert who collaborates with high-performing companies, guiding leaders in developing skills that enhance team performance.

With two decades of experience in successful ventures and consulting for Fortune 500s, startups, and NGOs, Adams has worked with notable clients such as Microsoft, KPMG, and the United Nations. His impactful work has been featured in major publications like the New York Times and Forbes.

As a Master Facilitator for the Penn Resilience Program and a featured speaker at South by Southwest Interactive, Adams is dedicated to fostering cultures that enable employees to find meaning and purpose in their work.

His passion for social impact is evident in his production of HBO's documentary The Out List and his book of interviews on the climate crisis, I Am EcoWarrior.

Tamara Myles is a highly accomplished consultant, trainer, and international speaker with over two decades of experience specializing in elevating business performance. She focuses on productivity and meaningful work, helping leaders cultivate thriving team cultures and drive organizational growth.

Myles's client roster includes Best Buy, BlackRock, Google, KPMG, Microsoft, Brigham and Women’s Hospital, and Unilever. She is also the author of The Secret to Peak Productivity, a guide based on her proprietary Peak Productivity Pyramid™ system, translated into several languages.

Her impactful work has been featured in major media outlets such as USA Today, SUCCESS, Business Insider, Forbes, and the New York Post.

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For those seeking further exploration

• The book Drive by Daniel Pink explores the role of autonomy, mastery, and purpose in motivation and engagement at work.

• Adams and Myles co-run a consulting practice called, ‘Make Work Meaningful’: makeworkmeaningful.co

The Double-Edged Sword of Meaningful Work: Lessons FROM Andrew Soren

In the bustling world of work and productivity, the quest for meaningful work has become a north star for many. But is all meaningful work beneficial?

Andrew Soren, founder of Eudaimonic by Design, hosts the debut episode of Meaningful Work Matters, which delves into the intricate dance between the highs and lows of engaging in work that matters deeply to us.

The Allure of Meaningful Work

Meaningful work is not a luxury but a fundamental component of our well-being. As Andrew elucidates, work that feels significant and worthwhile can enhance our commitment, engagement, and satisfaction. The benefits extend beyond the personal sphere, fostering a culture of creativity, innovation, and altruism within organizations.

The Hidden Costs

The research also reveals the dark sides of meaningful work: the potential for exploitation and burnout. When work has a high moral stake and becomes an obsession or when employers leverage our passion without decent working conditions, meaningful work can transform from a source of fulfillment into a wellspring of dissatisfaction, stress, and burnout.

The Crucial Element of Decency

Central to the discussion is the concept of "decent work" - safe, equitable, and dignified work. Drawing from the principles set by the Industrial Labor Organization, Soren advocates for a balance between meaning and decency. He argues that meaningful work, devoid of decency, can lead to exploitation and burnout. Conversely, work grounded in respect, equity, and security paves the way for true fulfillment.

Navigating the Path Forward

Andrew presents a blueprint for cultivating environments where meaningful and decent work can thrive. We need policies and regulations to ensure decent working conditions for those engaged in meaningful work. In organizations, we can design the cultures, practices, and leadership behaviors that enable those engaged in meaningful work to thrive. At the individual level, we can create interventions to help people understand what makes work personally significant and worthwhile and craft work that makes the most of an individual's strengths, values, and passions.

Your Role in Shaping Meaningful Work

As listeners, we're invited to reflect on our workplace and community roles. Whether you're a leader, policymaker, or team member, this podcast encourages you to consider how you can contribute to a more equitable and fulfilling work culture.

Join the Conversation

Meaningful Work Matters is not just a podcast; it's a call to action. As we navigate the complexities of the modern workforce, let's engage in conversations that matter. Share your thoughts, experiences, and aspirations with us. How do you define meaningful work? What steps can we take to ensure that work is meaningful and decent?

Visit our Resources page for insights and discussions on creating a better world through meaningful work. Together, we can make work a source of joy, growth, and fulfillment for all.

Resources to explore:

• Meaningful Work, Well-Being, and Health: Enacting a Eudaimonic Vision by Andrew Soren and Carol D. Ryff