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

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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.

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

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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.

The Many Paths to Meaningful Work: Lessons from Michael Pratt

In this episode of Meaningful Work Matters, Andrew Soren spoke with Michael Pratt, the O'Connor Family Professor at Boston College in the Carroll School of Management. His problem-centered and process-oriented research explores individual connections to work and collectives like organizations and professions.

Pratt has spent 20+ years studying what makes work meaningful, the diversity in how individuals define meaningfulness in their work, and how organizations can foster deeper meaning among their workforce.

Meaningful Work Defined

How do we define meaningful work? To Pratt, meaningful work is purposeful, significant, and worthwhile. He finds that the question, “What makes my work worth doing?” often helps us understand why it is (or is not) meaningful.

Pratt explains that questions of meaningful work emerged with the Industrial Revolution as an antidote to alienation. In factories and on assembly lines, workers were disassociated from the impact and value of their work, and job design and other meaningfulness strategies were introduced to combat this alienation.

Work Orientations

Pratt explains that work orientation is our internalized evaluation of what makes work worth doing. For example, the cultural push set in motion by Steve Jobs in the mid-aughts that we should all ‘love what we do’ is a way of thinking about a work orientation.

In his research, Pratt has found that there are generally six work orientations, and they each focus on either the self, others, or the work itself:

Utilitarian - ‘I work because I have to.’

Passion - ‘I love what I do!’

Status - ‘I want to climb the ladder.’

Service - ‘I work for a cause beyond myself.’

Kinship - ‘I work because of those I work with.’

Craftsmanship - ‘I want to produce the best work.’

Many of us have more than one dominant orientation which can evolve over time. Work orientation can also shift across cultures, and through time depending on where we are in our lives and what is most important to us.

Cultural Influences on Meaningful Work

The first place we learn about meaningful work is probably from our families. From there, religion, social media, TV and movies play a large influence on what we consider meaningful.

Think of the example set by the character Gordon Gecco in the movie Wall Street: ‘Greed is good.’ It’s harder to imagine a corporate leader touting this sentiment today as more and more companies declare that the purpose of business should not just be about satisfying shareholders, but that profit must be paired with a focus on people and the planet as well.

Pratt offers three ways to consider culture’s influence on meaningfulness:

  • Push: We adopt what we learn in our environment, which is pushed upon us and becomes how we think.

  • Pull: We seek meaningfulness to feel better and more fulfilled in our careers.

  • Move: We enter a space looking to change culture to create meaningfulness. (Pratt calls this the ‘cultural entrepreneur’).

Pratt emphasizes that we should all remain open to a broader interpretation of what meaningfulness looks like in other’s work and careers.

In North American we have a tendency to shame those who don’t subscribe to a calling orientation driven by either passion or service. Why should we shame someone who sees work in a more utilitarian way as a vehicle to support what they really care about? The reality is that all work orientations can be valuable. Seeing how different people find meaning in work brings greater viewpoint diversity to our workplaces, which may even help protect employees from burning out or being exploited for their passion.

Do We Consciously Choose a Work Orientation?

Pratt suggests that those of us who are unhappy in our work lives should consider reflecting on our work orientation and how culture influences our choices or perceptions.

You may consider:

  • What parts of your job do you find more energizing, interesting, or fulfilling?

  • Can you implement job crafting techniques to help?

Advice for Organizations

Pratt offers a helpful reminder: not everyone views work the same way.

For organizations, he recommends first evaluating what work orientations are currently present amongst your staff. Next, consider how you’re appealing to diverse orientations. For example, are there opportunities for a teammate subscribing to kinship to connect and collaborate with others? Or for a utilitarian teammate to add a few more responsibilities in exchange for a pay bump?

Ideally, the approach should be tailored to your workforce in a way that reflects the diversity of the team.

Final Thoughts

Pratt sees an upward trend towards considering meaningful work more. Questions like: How does work show up in my life? How is my work meaningful? What is making my work less meaningful?

There are many ways to make work meaningful, and they’re all legitimate.

Resources to explore:

Check out the Job Crafting Exercise

Connect with Michael! He’s happy to share more resources directly.

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Work-Family Interface: Lessons from Joe Grzywacz

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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

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Humans First, Workers Second: Lessons from Sara Steffens

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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:

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People Over Perfection: Lessons from Steve Leventhal

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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!

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Transcendent Values and Peak Experiences at Work: Lessons from Scott Barry Kaufman

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In this episode, Andrew speaks with Scott Barry Kaufman about transcendence, humanism, and what Abraham Maslow would have thought about meaningful work today.

Scott has done groundbreaking research on intelligence, creativity, and human potential. He is the founder and director of the Center for Human Potential and the founder of Self-Actualization Coaching. Scott is interested in using his research, podcast, teaching, and coaching to help all minds live a creative, fulfilling, and self-actualized life. His early educational experiences made him realize the deep reservoir of untapped potential of students, including bright and creative children diagnosed with a learning disability.

Over the last few years, Scott has dug deep into the work of Abraham Maslow. In this conversation, we hear why Maslow never would have described our human needs as a pyramid. Instead, our journey to self-actualization and transcendence is more like a sailboat. The hull represents our needs for safety, connection, and self-esteem — keeping us floating on top of the water. Our sails fueled by exploration, purpose, and love — provide us a system of growth that allows us to travel great distances.

As the conversation deepens, Scott shares Maslow's vision for the psychology of the peace table, reflecting on the urgent need to understand human nature, division, and the potential for peace. The episode resonates with wisdom, challenging listeners to reconsider their perspectives on work, growth, and the profound possibilities embedded in meaningful living.

Potential and Limiting Beliefs

Kaufman's interpretation of Maslow's work focuses on being 'fully human' rather than just self-actualized. A central theme here is the concept of potential. Kaufman critiques the conventional, limiting notions of potential shaped by societal influences like education and management and advocates for a more dynamic understanding of potential, emphasizing hope and the importance of recognizing individuals' diverse and often hidden potential. This perspective encourages professionals to look beyond traditional markers of success and see potential as a constantly evolving attribute.

The Sailboat Metaphor: A Journey of Self-Actualization

Kaufman introduces the sailboat metaphor to describe Maslow’s journey of self-actualization. Unlike the pyramid, a sailboat represents the dynamic balance between safety and growth needs. The boat's hull is our system of security, made up of our needs for safety, connection, and self-esteem. This keeps us floating on the water, brings stability, and establishes the vessel for our journey toward self-actualization. The boat's sails are our growth system, made of our needs for purpose, exploration, and love - giving us the power to travel great distances on our journey.

Illustration by Andy Ogden

Kaufman underscores the importance of viewing these elements as part of an integrated system, where each aspect influences and is influenced by the others.

Theory Z

When Maslow was writing, there were debates about Theory X vs. Theory Y in the management literature. Theory X posited that workers are best motivated by a carrot-and-stick approach — punishment for poor performance and rewards for good performance. In contrast, Theory Y suggested that workers are intrinsically motivated and perform best when internally rewarded. Maslow introduced Theory Z, suggesting that workers are motivated by transcendence. This theory implies that beyond extrinsic rewards (Theory X) and intrinsic motivation (Theory Y), there is a higher level of motivation where workers are driven by the desire to achieve self-actualization and to align their work with their highest values. Maslow saw that work could be a place that nurtured human potential, self-actualization, and the integration of personal growth.

Final Thoughts

Reflecting on Maslow's vision, Kaufman discusses the "psychology of the peace table." Just after Pearl Harbor, Maslow witnessed a parade and felt a profound sense of not understanding the forces that drive human conflict, such as the motivations of Hitler, Stalin, and others. This moment made Maslow realize that he wanted to devote the rest of his life to understanding the psychology of peace. Maslow envisioned a peace table where people would sit and discuss human nature, hatred, war, peace, and brotherhood. This vision was driven by the belief that understanding these fundamental aspects of human nature could lead to progress in achieving peace. The psychology of the peace table implies a deep exploration into the aspects of human nature that lead to conflict and division, as well as those that can foster peace and unity. This is the ultimate meaningful work - work that has never been more needed for us as people or for the planet.

For those seeking further exploration:

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Leading Meaningful Work: Lessons from Wes Adams and Tamara Myles

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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.

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.

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

Decency, Dignity, and Meaningful Work: Lessons from David Blustein

Our latest episode on the Meaningful Work Matters Podcast, explores the profound insights of Dr. David Blustein, a distinguished scholar whose contributions on the Psychology of Working have reshaped our comprehension of careers, professional lives, and the nuanced relationship between meaningful and decent work.

David Blustein, a professor and Golden Eagle Faculty Fellow at Boston College in the Lynch School of Education and Human Development, has spent decades studying the psychology of working. His work primarily focuses on individuals on the margins of the workplace, emphasizing the challenges faced by those in less visible or traditionally undervalued jobs. Blustein’s personal journey in this field is deeply rooted in his family background, where he observed the struggles of many to find meaningful engagement in the world of work. This personal connection fuels his passion for understanding and improving the work experiences of all individuals, regardless of their position or status.

Expanding How We Think About Work

At the core of Blustein's work is a critique of traditional career development and vocational psychology, which, he argues, often centers on those with a degree of privilege and overlooks the broader spectrum of work experiences, including those that exist on the margins of the marketplace or like caregiving, are outside of the marketplace altogether. His critique led to the development of the Psychology of Working framework, a more inclusive and systemic approach to understanding work and its impact on individuals.

Work Should Be Decent First

The Psychology of Working suggests that work should be decent first. Leaning on the International Labor Organization's definition, when work is decent it gives us adequate compensation, access to healthcare, reasonable work hours, safe working conditions, and organizational values that complement family and social values. While decency provides a baseline of adequate working conditions and fundamental rights, it’s not enough. We also need work that is dignified, where individuals are recognized, valued, and treated as human beings rather than mere cogs in a machine. Doing so not only allows work to meet our needs of survival and power, but also our needs for social connection and self-determination. If work offers us decency and dignity, it’s far easier to consider questions of deeper meaning and purpose in our professional life.

The Relationship Between Decency and Meaning

Meaning and decency are often in relationship with one another as is illustrated by this 2 by 2:

If you have high levels of both meaning and decency you may feel like you won the 'dream job' lottery, because work is both fulfilling and conducted in a fair environment. You can have high decency, with a great corner office but feel like the work you’re doing is completely insignificant. If you have high meaning but low decency, you may be like the musician that Blustein describes in the podcast, who is doing what she loves but is hardly recognized for her efforts and barely making a living wage. Finally, many in the world face the challenging prospect of non-significant work in exploitative or precarious working conditions.

The 2 by 2 is helpful for understanding the diverse realities for those thinking about work, challenging us to reflect on the implications for shaping a more inclusive and equitable future of work.

The Future of Work: A Moral Imperative

The podcast also delves into the implications of this framework at various levels – public policy, organizational structure, and individual experiences. As greater automation and increasing use of artificial intelligence has already and will continue to substantially reshape the world of work for all, Blustein highlights the ethical and moral imperative of treating workers with respect and value, affirming their worth, and recognizing their human dignity. As those who study and apply the science of work, we must continue to keep social justice and inclusivity top of mind, and continue to critique the status quo so that work becomes more equitable and respectful to all.

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The Meaning of Meaningful Work: Lessons from Michael Steger

In the latest episode of Meaningful Work Matters, host Andrew Soren engages with Michael Steger, a luminary in the realm of meaningful work and life. Steger, a Professor of Psychology and Founding Director of the Center for Meaning and Purpose at Colorado State University, delves into the intricacies of finding coherence, purpose and significance in our personal and professional lives. This episode is a must-listen for leaders and practitioners keen on truly understanding the complexities of meaningful work.

Personalization of Meaning:

The podcast begins by emphasizing the highly individualized nature of finding meaning in life and work. Steger points out that each person's journey to discovering purpose is shaped by their unique experiences, values, and aspirations. This personalization of meaning challenges the one-size-fits-all approach and encourages leaders to recognize and honor the diverse paths employees may take in their search for significance.

Dimensions of Meaning:

Steger introduces listeners to the four critical dimensions of meaning: coherence, purpose, significance, and mattering. He explains that coherence involves understanding one's life and place in the world, while purpose is about having a sense of direction and motivation. Significance, on the other hand, relates to the feeling that one’s life has inherent value. A fourth dimension of mattering - related to how one adds value, has also emerged more recently in the literature. This framework helps in demystifying the often abstract concept of meaning, also helping individuals and practitioners understand that there are multiple paths to meaning for all of us. Steger argues that meaningful work should contribute positively to the broader venture of one's life, aligning with personal values and goals. This perspective shifts the focus from mere job satisfaction to a more holistic view of how work integrates into and enriches an individual's life.

Leadership and Meaningful Work:

The role of leadership in creating environments conducive to meaningful work is another focal point of the discussion. Steger introduces the 'CARMA' model – a framework comprising clarity, authenticity, respect, mattering, and autonomy – as an evidence-based guide for leaders. This model emphasizes the importance of clarity of communication, authentic interactions, mutual respect, recognizing how each employee’s contribution matters, and allowing autonomy. These leadership behaviors have been shown to cultivate workplaces where employees feel valued, understood, and connected to their work on a deeper level. They have also been shown to increase an employee’s willingness to recommend their workplace as a great place to work to others.

Systemic Perspective on Meaningful Work:

It is important to take a systemic perspective to meaningful work. Steger stresses the need to consider the broader societal and organizational contexts that shape individual experiences of meaning at work. This underscores the complexity of the issue and the necessity for leaders and organizational practitioners to be aware of the various external factors that can impact the sense of meaning and purpose employees find in their work.

This episode of "Meaningful Work Matters" is filled with insights for anyone committed to creating a more meaningful work environment. The conversation not only sheds light on the nuanced nature of meaning in work but also offers practical strategies for fostering an enriching workplace. For organizational leaders and practitioners in positive psychology, Steger’s perspectives serve as a valuable guide in the quest to enhance the sense of purpose and fulfillment within their organizations.

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Meaningful Work Starts with Good Jobs: Lessons from Zeynep Ton

For many, striving to make work more meaningful may seem like a privileged problem. After all, according to the Brookings Institute, in 2019, a whopping 44% of working Americans held jobs that earned less than $24,000 a year. The fact is, if we want work to be meaningful, it has to be decent first. That means work should offer us freedom, equity, security, and dignity.

But what if we told you that decent work isn't just a lofty goal, but a proven strategy for achieving high profits and lasting success? Zeynep, a professor of practice at MIT Sloan and the president of the nonprofit Good Jobs Institute, is at the forefront of helping business leaders make realization. In our latest episode of the Meaningful Work Matters Podcast, Zeynep unpacks the essence of her latest book, The Case for Good Jobs, which builds on her previous work, The Good Job Strategy, to explain how businesses can reap the rewards of investing in their employees as human beings, rather than as costs to be minimized.

Zeynep's research highlights employees are not mere cogs in the machine but rather invaluable contributors whose well-being and development are intricately tied to a company's success. In this evolving landscape, organizations that prioritize employee well-being and foster a culture of continuous learning and empowerment are finding themselves better equipped to adapt to the rapidly changing economic and social dynamics of our time. As we continue down this path, the concept of meaningful work is being redefined, emphasizing the importance of work-life harmony, growth and development, and the pursuit of a higher purpose in one's life and career.

Adequate Pay: The Cornerstone of Meaningful Work

Low pay can set in motion a vicious cycle of high employee turnover and low productivity. Zeynep highlights the negative health effects that stem from high-stress jobs, including reduced cognitive function. Unfortunately, there exists a significant gap between the ideal of good work and the reality for many in the world. Low-wage work often forces people to hold multiple jobs, leading to physical exhaustion and a lack of time for family, health or education. This glaring issue needs urgent attention, especially considering that future job growth is expected from low-wage sectors.

Investing in Employees: Costco and Trader Joe's Success

Zeynep's insights reveal that investing in employee pay and reducing turnover costs can yield substantial benefits for companies. High turnover rates and low wages lead to operational problems and lost sales, which can be costly in the long run. Drawing from successful retail chains like Costco and Trader Joe's, Zeynep showcases how improving job conditions and retaining employees can translate into significant financial gains. She notes the discomfort that often fills the room when company data related to employee turnover and living wages are presented. Most executives are not proud of the number of employees not earning a living wage in their companies.

Designing Work for High Productivity

Zeynep’s Good Job Strategy emphasizes the need to design work for high productivity and contribution. She points out that many companies struggle to achieve their desired outcomes due to siloed decision-making and a lack of alignment among leaders. However, companies that have embraced this strategy have witnessed significant improvements in employee turnover, productivity, and customer satisfaction. To achieve these outcomes, Zeynep advocates for a system change that prioritizes customer success, operational execution, team building, and turnover reduction.

Employee Trust and Belief Barriers

Breaking down the barriers to adopting a new system requires a profound shift in employee belief and trust. The significance of trust in employees' competence and the impact it can have on organizational success. Companies like Four Seasons, which invest in their frontline employees and trust them to make decisions, serve as successful examples. Zeynep suggests that executives spending time with frontline employees can build empathy and a better understanding of the incredible competence of employees, even within a suboptimal system.

Unlocking Success Through Positive Deviance

Zeynep's approach involves studying companies that are true positive deviants in their industries and learning from their strategies. The focus is on creating genuine value for customers and continually improving that value, which demands a disciplined approach. Zeynep stresses the importance of treating employees well, making integrity a habit, and giving back to customers. To implement a good job strategy within an organization, the first step is to make the status quo unacceptable, either competitively or ethically. Change is challenging, especially for those lower down in the organization, and it requires alignment in senior leadership. Failure to shift the way organizations think about their talent can lead to a loss of valuable employees.

Zeynep's extensive research and insights offer a roadmap for businesses to embrace a new way of thinking, where employees are valued, and their well-being is prioritized. By designing work for high productivity, overcoming barriers to employee trust and belief, and learning from positive deviants, we can usher in an era where meaningful work is a reality, not just a concept. Meaningful work is not just a trend; it's a necessity for a brighter future where employees and businesses thrive together.

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Balancing Meaning and Boundaries: Lessons from Healthcare Professionals

Finding the delicate balance between personal meaning and professional boundaries in our lives can often feel like a tightrope walk. This challenge is particularly palpable in healthcare, where healthcare professionals often find themselves navigating the complexities of life and death, suffering, and healing. The concept of meaningful work has gained increasing attention in recent years, drawing interest from organizational scholars, psychologists, and those in search of a more profound sense of purpose in their careers. While meaningful work can offer a plethora of benefits, it comes with its own set of unique challenges, especially finding ways of managing the boundaries between work and life. Donna Gaffney, a seasoned psychotherapist, and trauma nurse educator, shares her insights and experiences in her newly published book, Courageous Wellbeing for Nurses: Strategies for Renewal.

Donna passionately underscores the transformative power of storytelling within the healthcare realm. She believes that sharing personal narratives not only helps healthcare professionals navigate their emotions but also fosters connections with empathetic peers and breathes purpose into their work. Amid the unique challenges of the COVID-19 pandemic, Donna volunteered with the Emotional PPE Project, conducting webinars for nurses on self-compassion and moral distress, later turning these insights into a book celebrating healthcare professionals' resilience. Her book showcases how nurses, initially hesitant, embraced their stories, highlighting their resourcefulness and growth amidst adversity.

The Double-Edged Sword of Meaning

The COVID-19 pandemic and its aftermath has posed an unprecedented challenge for healthcare professionals worldwide. The profound meaning they derive from saving lives, paradoxically puts them at risk of boundary inhibition and exploitation. In 2021, healthcare employees experienced the highest levels of overtime in more than a decade with more than 21% of health occupation workers in Canada, engaged in overtime work. On average, they put in 8.2 hours of paid overtime and 5.8 hours of unpaid overtime each week. The relentless pressure to continue delivering care at all costs took a toll on their mental and physical well-being.

However, Donna observed that the nurses' experiences harnessed their skills, talents, and assets to overcome challenges and foster personal and professional growth. Their journey aligned with the six dimensions of well-being, as outlined in Carol Ryff's research:

  • Self-acceptance: Nurses embraced their unique qualities and learned self-compassion.

  • Positive relationships: They nurtured connections with colleagues and found support within their healthcare community.

  • Autonomy: Nurses displayed the courage to set boundaries and say no when necessary.

  • Environmental mastery: They adapted to the ever-evolving healthcare landscape and sought ways to make a positive impact.

  • Purpose in life: Nurses found renewed purpose in their work, motivating them to persevere.

  • Personal growth: Through reflection and storytelling, nurses experienced personal growth and resilience.

Activism and Advocacy:

Donna underscores the transformative power of activism and advocacy within the healthcare profession. Nurses often find meaning and fulfillment by advocating for their patients and communities. Whether it involves pushing for policy changes or participating in grassroots movements, nurses can channel their passion into creating positive change.

Organizational Support:

Donna also acknowledges the pivotal role of organizational support in bolstering the well-being of healthcare professionals. Some hospitals adopted a strategy of rotating nurses to different units every two weeks to prevent burnout. Additionally, organizations can provide platforms for healthcare workers to share their experiences and offer resources for their emotional well-being.

Finding Meaning in Suffering:

Donna's work underscores the value of finding meaning in suffering. Healthcare professionals, like all humans, encounter challenges and distressing situations in their work. By embracing narratives, setting boundaries, and engaging in advocacy, individuals can transform these experiences into sources of personal growth and resilience.

Courageous Wellbeing for Nurses serves as a beacon of hope for healthcare professionals and beyond seeking to navigate the complex terrain of meaningful work and boundaries in their demanding roles. It encourages them to reflect on their experiences, find support within their communities, and practice self-compassion as they continue their vital work in healthcare. Ultimately, it reminds us that healthcare professionals are not superheroes but dedicated individuals who deserve our unwavering support and recognition for their commitment to improving the well-being of others.

In the quest for meaningful work, it's essential to remember that while the rewards can be immense, preserving personal boundaries is equally vital. The insights shared by healthcare professionals offer valuable guidance, emphasizing the significance of self-care, support systems, advocacy, introspection, and clear boundaries. Striking this delicate balance is key to a fulfilling and sustainable career.

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

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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: