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<v Speaker 1>Hey, this is Christ with Hacking your Leadership. Today's discussion

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<v Speaker 1>on employee engagement. I want to talk about an article

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<v Speaker 1>that I found on the Fast Company website from last

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<v Speaker 1>year by Stephanie Vosa. It's called the Job Hater's Guide

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<v Speaker 1>to Finding More Meaning in your Work. And I like

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<v Speaker 1>this because you know, I've known a lot of job

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<v Speaker 1>haters in my life, and you know there there are

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<v Speaker 1>two different types of job haters. And I want to

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<v Speaker 1>be clear on who this is for. If you know

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<v Speaker 1>people in your life who who don't just hate their job,

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<v Speaker 1>they hate jobs like they just don't want to work

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<v Speaker 1>at all, this is not who this is about. This

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<v Speaker 1>is this is about people who are having difficulty finding

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<v Speaker 1>meaning or love of their job and trying to figure

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<v Speaker 1>out how to find that or to discover whether or

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<v Speaker 1>not you should move on from that. And and but

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<v Speaker 1>it has to start with this, this concept, or this

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<v Speaker 1>at least the pretext of that. You you want it

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<v Speaker 1>to work if it's possible to work, and if it's

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<v Speaker 1>not possible to work, then you know you go a different,

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<v Speaker 1>different route. But you have to you have to go

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<v Speaker 1>into it with good faith and hopefully you have a

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<v Speaker 1>boss or a leadership team that also goes and meets

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<v Speaker 1>you halfway in that good faith. So the job Hater's

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<v Speaker 1>Guide to fining more meaning in your work. I like

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<v Speaker 1>this article because it talks about how, first of all,

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<v Speaker 1>it's every person's responsibility to decide whether or not they

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<v Speaker 1>can love their job or not. And I like that

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<v Speaker 1>element of it because I've never it's never sat well

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<v Speaker 1>with me that someone that it's someone else's responsibility to

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<v Speaker 1>make me happy at my job. Do I hope they

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<v Speaker 1>feel a sense of responsibility to do it? Absolutely? As

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<v Speaker 1>a leader, should they feel a sense of responsibility. Sure,

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<v Speaker 1>But as an individual person, I know that if I

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<v Speaker 1>if I put all of my eggs in the basket

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<v Speaker 1>of my happiness rises and falls on the actions of

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<v Speaker 1>my boss, then that is a recipe for disaster, because

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<v Speaker 1>I'll feel like I don't have any control over my

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<v Speaker 1>own situation anymore. I need to know that I have

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<v Speaker 1>some control over the way that I approach things and

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<v Speaker 1>the way that I, you know, set my mindset to,

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<v Speaker 1>you know, towards something or how I shift my mindset

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<v Speaker 1>to making things better or worse. So I think it's

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<v Speaker 1>an important article for figuring out whether or not the

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<v Speaker 1>job that you're in is right for you? And and

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<v Speaker 1>and if you're on the fence, if you don't know

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<v Speaker 1>whether it's right for you, how to figure it out

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<v Speaker 1>in a way that makes it most likely to work.

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<v Speaker 2>Yeah, No, it's it's such a great call out. And

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<v Speaker 2>I think it's I think sometimes this happens a lot

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<v Speaker 2>where it's kind of like it's all on leaders to

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<v Speaker 2>like figure out culture or belonging or engagement or just

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<v Speaker 2>overall satisfaction with the job. And like, look, they play

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<v Speaker 2>a major part of that. We wouldn't have this podcast

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<v Speaker 2>and be talking about these things for so many years if,

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<v Speaker 2>in fact, we didn't understand that leadership is a major

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<v Speaker 2>component of how people feel about work. We know that

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<v Speaker 2>there is a major component of all of this that

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<v Speaker 2>is the responsibility of leaders. And when you raise your

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<v Speaker 2>hand and say I want to be a leader, you

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<v Speaker 2>accept that responsibility.

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<v Speaker 1>Uh.

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<v Speaker 2>But I think in these types of articles and things

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<v Speaker 2>and data that we're seeing in polls and surveys, I

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<v Speaker 2>think a part of this is that you you have

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<v Speaker 2>to have somebody who also is looking for that opportunity

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<v Speaker 2>to have an engaging workplace, somebody that's looking for an

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<v Speaker 2>opportunity to do really well, to to show up, to

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<v Speaker 2>challenge themselves, to you know, to not just be okay

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<v Speaker 2>with you know, maybe mediocrity or complacency. Like there's a

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<v Speaker 2>part of this that if you want to have an engaging,

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<v Speaker 2>you know environment, if you want to find meaning in

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<v Speaker 2>the work that you do, you also have to be

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<v Speaker 2>open to finding out what that meaning is.

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<v Speaker 1>Uh.

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<v Speaker 2>And it can and it won't. It won't always be

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<v Speaker 2>on day one, page one of what's going on here.

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<v Speaker 2>There can be meaning that you can find in a

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<v Speaker 2>lot of places and for a lot of reasons. But

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<v Speaker 2>I think for me, as you were talking through that's

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<v Speaker 2>exactly what I was thinking, is like there has to

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<v Speaker 2>be some element of this has to be the person

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<v Speaker 2>as well, being in a place in life where they

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<v Speaker 2>are searching for meaning, but in a very open and

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<v Speaker 2>positive way to figure out how do I get the

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<v Speaker 2>meaning that I need in the moment that I have

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<v Speaker 2>to be able to move into the next place that

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<v Speaker 2>I want to be. And I think that that's a

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<v Speaker 2>you know, whether we wanted to find that as somebody

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<v Speaker 2>who is overall positive or has good energy or is curious,

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<v Speaker 2>like there's a lot of ways that we talk about

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<v Speaker 2>that but for me, that's kind of at the core

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<v Speaker 2>of what this.

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<v Speaker 1>Means, right right. You see it all the time, and

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<v Speaker 1>you know, you have people who who started saying from

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<v Speaker 1>middle school when you said what do you want to be,

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<v Speaker 1>and they go, I want to be a doctor or

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<v Speaker 1>I want to be a lawyer. And they started saying

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<v Speaker 1>that when they were eleven, and then you come to

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<v Speaker 1>find out that when they're thirty five or forty and

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<v Speaker 1>they've been a doctor or a lawyer for five or

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<v Speaker 1>ten or fifteen years or whatnot, and they are miserable

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<v Speaker 1>and burnt out and they quit that it was never

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<v Speaker 1>what they wanted anyway. They were doing it for you know,

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<v Speaker 1>a family member or you know, expectations from family or

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<v Speaker 1>culture or whatever it is. That that's where it was

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<v Speaker 1>rooted in. And so you know, this, this idea of

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<v Speaker 1>being open to finding meaning starts with this with the

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<v Speaker 1>ability to not assign what you believe that meaning is

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<v Speaker 1>going to be first, and then try to make your

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<v Speaker 1>job fit into that. What it is is trying to

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<v Speaker 1>find meaning with this idea that you might not know

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<v Speaker 1>what the definition of that is, yet you might have

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<v Speaker 1>some idea of it. You might know what your values

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<v Speaker 1>are Hopefully you know what your values are. Hopefully you

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<v Speaker 1>know what the values of the organization are and that

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<v Speaker 1>those align. Because I'll tell you when my values, my

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<v Speaker 1>personal values, and the values of the organization I'm working

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<v Speaker 1>for are aligned, it is very easy to find meaning

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<v Speaker 1>in the work because the things that I'm doing are

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<v Speaker 1>are done through the lens of what those shared values are.

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<v Speaker 1>And I could be doing the exact same task or

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<v Speaker 1>project or work whatever it is for a company whose

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<v Speaker 1>values I did not align with, and it does not

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<v Speaker 1>feel like I've found meaning in my work. It does

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<v Speaker 1>not feel like I enjoy that work and it's the

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<v Speaker 1>exact same work. So what's the different, Well, the difference

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<v Speaker 1>is whether or not the work that I'm doing I

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<v Speaker 1>can connect it to something broader, that is something that

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<v Speaker 1>really hits home on my values and makes me feel

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<v Speaker 1>like I'm accomplishing something because it is align with my values.

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<v Speaker 1>And so just kind of like shifting your mindset is

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<v Speaker 1>the first step of this is not starting with a

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<v Speaker 1>preconceived notion of what you define meaning is and then

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<v Speaker 1>trying to like fit the round peg into the square hole.

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<v Speaker 1>It's just kind of thinking about, Okay, what can I control,

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<v Speaker 1>what things are very easy to take inventory of and

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<v Speaker 1>from a from a value standpoint, and then you know

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<v Speaker 1>and and then going back in and saying, Okay, what

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<v Speaker 1>can I find in the work that I already do

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<v Speaker 1>that I would say is a positive thing or fits

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<v Speaker 1>towards that, instead of just dwelling on the things that

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<v Speaker 1>I think are not working towards that, or the negative things.

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<v Speaker 1>If you're always finding the negative things, then it's going

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<v Speaker 1>to be very easy to think that they're all negative.

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<v Speaker 1>And if you're able to find the positive things, it's

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<v Speaker 1>going to be easy to think that your work is

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<v Speaker 1>positive and that it is fitting with something that you

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<v Speaker 1>can find meaning in. It's one of those cliche whether

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<v Speaker 1>you think you can or you think you can't, you're right.

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<v Speaker 1>I want to go over some of the things that

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<v Speaker 1>you can do besides just shifting your mindset, the actual

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<v Speaker 1>actionables that you can do to try to find more

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<v Speaker 1>meaning in your work. But first I'm gonna get to

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<v Speaker 1>one of our sponsors. All right, So, if you're trying

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<v Speaker 1>to find more meaning in your job or figure out

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<v Speaker 1>whether or not it's the right job for you, and

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<v Speaker 1>you've already shifted your mindset, so you've already tried to

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<v Speaker 1>find the things that you can look at that you

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<v Speaker 1>see as a positive of your job. And if you

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<v Speaker 1>work forty hours a week, then hopefully you find things

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<v Speaker 1>that tick up somewhere between five, ten, fifteen, twenty hours

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<v Speaker 1>of your job are positive things. And the things that

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<v Speaker 1>you that you don't you know, really thrive on or

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<v Speaker 1>that you love doing are are a lesser than forty

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<v Speaker 1>hour thing. So if you if you focus on those

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<v Speaker 1>things and you find the gratitude in those things, and

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<v Speaker 1>you've aligned with your values, the next step is to

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<v Speaker 1>kind of recraft the job. So what steps can you

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<v Speaker 1>take to make those things that take up part of

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<v Speaker 1>your week, what things can you do to make them

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<v Speaker 1>take up more of your week? And and how can

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<v Speaker 1>you spend less time on the things that are not

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<v Speaker 1>as as as meaningful. And that doesn't mean eliminating things

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<v Speaker 1>that you just don't like doing. That that's the that's

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<v Speaker 1>the simplistic way to say I don't want to do

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<v Speaker 1>I don't want to do work. There's always going to

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<v Speaker 1>be things that you don't enjoy doing in your job.

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<v Speaker 1>But if you can make the majority of the time

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<v Speaker 1>that you spend in your job beyond things that you

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<v Speaker 1>do find meaning and enjoyment in. Then it can make

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<v Speaker 1>the mundane things are the things that you don't find

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<v Speaker 1>meaning in. It can make them go by far quicker.

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<v Speaker 1>They can make them not feel as as draining emotions

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<v Speaker 1>or or mentally, if you know that right around the

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<v Speaker 1>corner is more work that you can do, Like I

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<v Speaker 1>love I love delivering you know, kind of you know,

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<v Speaker 1>conversations around coaching and goals and accomplishing goals. I can't

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<v Speaker 1>stand the formal performance, appraisal, evaluation delivering thing because to me,

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<v Speaker 1>it's a formality that if I've done the right things

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<v Speaker 1>throughout the quarter, then this should just be a very

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<v Speaker 1>quick thing. And and and to me it feels like

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<v Speaker 1>I'm checking a box off. So I don't love doing it,

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<v Speaker 1>but I have to do it. And I know that

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<v Speaker 1>if I, if I do the right things during the

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<v Speaker 1>quarter of having those conversations and talking about goals and development,

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<v Speaker 1>then it becomes a much smaller part of my time

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<v Speaker 1>to actually deliver those conversations because there's no surprises and

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<v Speaker 1>it goes by much more quickly. So the things that

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<v Speaker 1>you can do to maximize the time that you spend

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<v Speaker 1>on meaningful things and minimizing the time you can spend

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<v Speaker 1>on the not meaningful things without shirking your responsibility. I

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<v Speaker 1>think that's a real big key to it.

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<v Speaker 2>Yeah, and I think, you know, I think the final

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<v Speaker 2>piece of this is just around support. But I think

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<v Speaker 2>that when supporting your people and supporting your people through change,

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<v Speaker 2>or supporting your people to to to look at things differently,

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<v Speaker 2>the first two things you just spoke about are critical

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<v Speaker 2>mission critical to making that happen. Like, you can't get

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<v Speaker 2>to that point without without them, without spending that time

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<v Speaker 2>without you know, making sure that you're setting the stage

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<v Speaker 2>for eventually the change that you're looking for. And and

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<v Speaker 2>that's you know, it's it's dialogue that has to happen,

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<v Speaker 2>and it's clarity that has to happen. And I think

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<v Speaker 2>that getting people and getting your teams on the same

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<v Speaker 2>page and being able to you know, show up for them,

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<v Speaker 2>because again, if if you're getting if if you're asking

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<v Speaker 2>people to adjust their perspective, change how they see things,

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<v Speaker 2>be more engaged, find more meaning in their work, that

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<v Speaker 2>means that for some people and for a lot of people,

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<v Speaker 2>they're gonna have to you know, uh, open up, They're

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<v Speaker 2>going to have to take some calculated risk here, they're

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<v Speaker 2>going to have to you know, showcase and share when

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<v Speaker 2>they're when they're not sure of something, when they have questions,

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<v Speaker 2>when you know, when everything around them will tell them

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<v Speaker 2>to kind of fake it until you make it. And

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<v Speaker 2>the idea here is to be be open and honest

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<v Speaker 2>and transparent and question things, but do it in a

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<v Speaker 2>positive way, in a way that's really about curiosity. When

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<v Speaker 2>you're when you're looking to support people in that space,

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<v Speaker 2>it's really important that you start with the foundational elements

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<v Speaker 2>of getting them there and getting your relationship in a

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<v Speaker 2>healthy place where you're able to have that kind of conversation.

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<v Speaker 1>Right right that The example the article gives, which I love,

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<v Speaker 1>is if you go to get support to help make

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<v Speaker 1>this happen from your leader, and you start with I'm

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<v Speaker 1>miserable at work. You've created a terrible environment, you know,

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<v Speaker 1>fix it. Then, as a leader, it's really difficult for

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<v Speaker 1>me to kind of like go all in on supporting

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<v Speaker 1>that person because they're basically putting it all on me,

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<v Speaker 1>that they're putting their happiness on me. But if they

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<v Speaker 1>come to me and say, you know, the way that

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<v Speaker 1>I do my job, I think I'll be more engaged

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<v Speaker 1>and productive, and they'll be more fulfilling if I could

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<v Speaker 1>do this and this and this more, and this and

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<v Speaker 1>this and this less. And look what I've done already

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<v Speaker 1>to make that, to make that happen. Can I get

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<v Speaker 1>your support in that? As a leader, I am much

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<v Speaker 1>more likely to move mountains. For an employee who has

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<v Speaker 1>done that work first and comes to me with a

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<v Speaker 1>with a sense of ownership around their own happiness. I

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<v Speaker 1>want to get behind that person. I want to. I

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<v Speaker 1>almost feel a too much responsibility. I put their success

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<v Speaker 1>and their happiness almost too much on myself when I

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<v Speaker 1>see that they've done all that work because I want

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<v Speaker 1>I want it to be to be successful for them.

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<v Speaker 1>I want it to work because they put that effort in.

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<v Speaker 1>And when they haven't put the work in or the

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<v Speaker 1>effort in, then I don't have as much buy into

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<v Speaker 1>making it happen. Like I'll do what I can, I'll

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<v Speaker 1>let them know what the resources are, but at the

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<v Speaker 1>end of the day, I need to see that coming

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<v Speaker 1>from them first in order to be all in on

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<v Speaker 1>that support. And so the support is important, and it

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<v Speaker 1>is important as a leader that you do own some

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<v Speaker 1>of this for your people. But it's it's far more

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<v Speaker 1>successful if they've taken a personal ownership of it. First,

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<v Speaker 1>thank you for joining us on this episode. We appreciate it.

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<v Speaker 1>Join us next Thursday we'll continue talk about employ engagement.

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<v Speaker 1>You have a great day.