Shapers E-Book

Jonas Altman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 331

Veröffentlichungsjahr: 2020

Beschreibung

SHAPERS is the definitive guide to elevate the way you work and live.

PRAISE FOR SHAPERS:

"Do you wish you could throw yourself into your work, become energised and enriched by it, and leave the world a better place? Then SHAPERS is for you. Altman shows that your idiosyncrasies and unique skills are not the obstacles to achievement and purpose. They are the path.”
–Daniel H. Pink, #1 New York Times bestselling author of WHEN and DRIVE

“With countless nuggets of timeless wisdom, SHAPERS gently nudges readers to envision new possibilities for them to build more meaningful, joyful work and lives.”
–Amy C. Edmondson, Professor, Harvard Business School, author of The Fearless Organisation and Teaming

"Altman mixes together case studies, anecdotes and careful empirical research to offer wise and practical advice about how to make work better, and thus to get better work. If companies followed even a quarter of his suggestions they would foster a more productive and more satisfied workplace for everyone. And his engaging, informal style makes for effortless reading.”
–Barry Schwartz teaches at Haas School of Business, U.C. Berkeley and is the author of The Paradox of Choice and Why We Work

We work in places, ways, and on things that were once the stuff of sci-fi flicks. Yet the reality is that most professionals are unhappy in their work. Whether you want to reset your career, strike out on your own, or just ignite more joy in what you do, this illuminating productivity book shows you how to create a working life that reveals meaning while rewriting our collective future.

When we connect with something larger than ourselves, we enjoy the fruits of our labour as well as the journey — the sweat and the struggle. It’s the unyielding commitment to a purpose that gives shapers their shimmer. The benefits of this shine are plentiful: enhanced wellbeing, more community engagement, a healthier economy, better work for all, and a more beautiful world.

Altman is a workologist who guides companies to leave politics and posturing behind in favour of transparent and trusting cultures. After decades facilitating culture-defining practices for leaders, you’ll learn everything he knows:

• Adopt the mindset for creativity, innovation, and boundless growth
• Amplify your career and inspire others to do the same
• Help create engaged teams through building leadership skills
• Become a better leader through the five new modes of leadership ethics
• Learn what underpins the most resilient organisations in the world

The stories and anecdotes in SHAPERS come from hundreds of interviews with innovators dedicated to improving our outdated system of work. These trailblazers include CEOs, organisational designers, social psychologists, workplace strategists, and start-up entrepreneurs. 

See your work from a whole new perspective and focus on what fulfils you. If you seek the freedom to approach work in your own unique way and become energised by what you do, then SHAPERS is your guide.

Leseprobe

Table of Contents

COVER

INTRODUCTION: A WATERSHED MOMENT

PART I: MEANING AND THE NATURE OF WORK

CHAPTER 1: THE MAGIC OF MEANING

DUTY AND LUXURY

LOVE AND WORK

CHAPTER 2: A SHORT HISTORY OF WORK

OUR VALUES AT WORK

WORK AS AN EXPRESSION NOT A PLACE

CHAPTER 3: EMPLOYEE DISENGAGEMENT EPIDEMIC

A MONDAY THROUGH FRIDAY SORT OF DYING

FEELING PROGRESS

CHAPTER 4: INHUMANE RESOURCES

INVESTING IN PEOPLE

CULTURE BROKERS

COMPANIES LIVING THEIR VALUES

GOING HOLLYWOOD

CHAPTER 5: THE DRIVE TO WORK

CHAPTER 6: WORK‐LIFE BLEND

DO THE RIGHT THING

ENGAGED WORKAHOLISM

NETWORK OF ENTERPRISES

PART II: BETTER WAYS OF WORKING

CHAPTER 7: BAD BOSSES

Y MARKS THE SPOT

CHAPTER 8: THE PURSUIT OF DOPENESS

A QUALITY ONLY YOU CONTROL

GUMBY TIME

CHAPTER 9: VITAL INGREDIENTS

MODERN MODALITIES

VITAL INGREDIENTS

CHAPTER 10: FLUID TEAMS WORK

PLAYING IN THE BAND

BEING HUMAN AT WORK

CHAPTER 11: MANAGING SELF‐MANAGEMENT

PLEASE ALLOW MYSELF TO MANAGE MYSELF

LET MY PEOPLE GO

CHOOSE YOURSELF

BLACK DUCKS AND OPEN NETWORKS

A WORKING PROTOTYPE

CHAPTER 12: BACK TO SCHOOL WITHOUT THE BULL

MAKING WORK, WORK

THE MAGIC NUMBER

CHAPTER 13: TOOLS TO HELP YOU SUCCEED

WHAT COLOUR IS MY CLOCK?

BURST WORKING

EMAIL HEAVEN OR HELL?

HARD‐BOILED BOUNDARIES

BUSY NOT PRODUCTIVE

PART III: PRINCIPLE FOR THE FUTURES OF WORK

CHAPTER 14: LEARNING: WONDER AT WORK

MOONSHOTS AND BARGAIN BIN LEARNING

THE WOLF YOU FEED

PLAY TO SLAY AT WORK

CHANGING EDUCATION AND LEARNING HOW TO CHANGE

THE FINAL EXAM

CHAPTER 15: FEELING: AN EMOTIONAL REVOLUTION

THE LOTTERY TICKET AND THE STRUGGLE

MINDSTATES AND PROFESSIONAL SUCCESS

THE VIRTUES OF BOREDOM

FINDING FLOW

SUSTAINING FLOW

THE ONGOING WOW

CHAPTER 16: LEADING: MODES OF SHOWING UP

THE TEACHER

THE LEARNER

THE MOBILISER

THE GIVER

THE COACH

WHAT EVERY LEADER SHOULD BE ASKING

BYE BYE BOSS

CHAPTER 17: BECOMING: OUR SOCIAL FABRIC

WE CONTAIN MULTITUDES

RACING WITH THE MACHINES

SAME OLD SONG AND DANCE

CHAPTER 18: FUTURING: THE LONG VIEW

PRODUCTIVITY PUZZLE

THE FUTURE OF LESS WORK

A WORLD BEYOND WAGES

BUSINESS AS UNUSUAL

A NEW HORIZON

CONCLUSION: THE SHAPERS LEGACY

NOTES

PART I: MEANING AND THE NATURE OF WORK

PART II: BETTER WAYS OF WORKING

PART III: PRINCIPLES FOR THE FUTURE OF WORK

CONCLUSION: THE SHAPERS LEGACY

GLOSSARY OF WORK TERMS

ACKNOWLEDGEMENTS

ABOUT THE AUTHOR

INDEX

END USER LICENSE AGREEMENT

Guide

Cover

Table of Contents

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In praise of SHAPERS

“Work has morphed and you need to shape it. Let this book inspire and guide you.”

—Jane Dutton, Professor Emerita, University of Michigan, Co‐founder, Center for Positive Organisations

“‘Work is no longer just a place, or even a fixed time. How can we make it meaningful rather than just all‐consuming? How can we shape our work rather than let it determine how we live? Altman's SHAPERS offers answers that are thoughtful, practical and bold.”

—Alex Pang, author of REST

“An invigorating look at the changing nature of work and how to thrive in the future”

—Edward Vince, Creative Director, Airbnb

“SHAPERS is a timely reminder that we are only limited by our beliefs and awareness. When we do the hard work of examining our assumptions, we can co‐create the future with a clear mind and open hearts ‐ where our individual and collective potential will flourish.”

—Susan Basterfield, Member and Director, Enspiral Foundation and Greaterthan

“With the world shifting under our feet, SHAPERS is a frank and honest look at how we can create a more meaningful working life.”

—Joshua Crook, author of Essays in AI: Automation, Technology and the Future of 9‐5 Work

“The world is changing, and the future of work is up for grabs. SHAPERS gives us a blueprint for a future of work that's both sane and humane.”

—David Kadavy, author of Mind Management, Not Time Management

‘In concise and accessible style, Altman takes us on a multi‐disciplinary journey through the sometimes thorny and complex topic of work. An impressive experiment that will force new modes of thought upon you.'

—Will Stronge, Director of Autonomy and co‐author of Post‐Work

“What constitutes a thriving team, healthy leadership or a successful boss is fundamentally being redefined. Altman invites us into an exploration of the multiple aspects of a work world built around the human spirit and responsiveness to change. This is how we are designed!

—Samantha Slade, entrepreneur and author of Going Horizontal

“What a relief!–you read Altman's SHAPERS and realize that, yes, anyone can bend with the waves. This is less a book about the changing face of work (though it surely is that also) and more a guide to how to be flexible, resourceful, and graceful as a genuine maker of your own path. In jazzy, often galloping prose, Altman shows us how to be free spirits–and why living this way matters.”

—Adrew Taggart, founder, Askole and author of Total Work

SHAPERS

REINVENT THE WAY YOU WORK AND CHANGE THE FUTURE

JONAS ALTMAN

This edition first published 2020

Copyright © 2020 by Jonas Altman. All rights reserved.

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Cover Design: Luiz Ferraz Junior

What you do makes a difference, and you have to decide what kind of difference you want to make.

—Jane Goodall

INTRODUCTION: A WATERSHED MOMENT

Manny likes fish tacos. I mean, he really, really likes them. We plunk down in red folding chairs at opposite ends of a table at his favourite local taco stand, and Manny sets to work dressing a trio of mahi‐mahi tacos. A little onion. A sliver of avocado. A pinch of cilantro. A generous squeeze of fresh lime. With such meticulous, almost ritualistic care, it's a miracle he ever finishes prepping them. I'm already two bites into my second al pastor before, finally, Manny sports a wide‐ass grin and takes a bite.

Manny is a shaper, literally–this is what people who make surfboards by hand are called. His work is as precise as it is passionate, rooted in tradition and as innovative as hell, with every board a unique reflection of his personality. It's an unconventional career choice and, to Manny, it's more than a profession; it's his calling. Challenging. Meaningful. Infinitely fulfilling.

He's also a shaper in the way he shows up in his community, supports independent businesses, and leads environmental initiatives. The mindset of a shaper is about connecting your work with your self. As we'll come to understand, it requires self‐awareness, self‐belief, and continual growth.

I met Manny at the turn of the century while living in San Francisco. Years later, I heard he'd fallen off the face of the earth. So on a whim, I decided to pay him a visit to see if indeed he had. Turns out he was living in Leucadia, a seductive town north of San Diego. This curious human had created one hell of a colourful life for himself. His positive energy was contagious and I wanted what he was having.

Born Manuel Caro to Filipino parents, Manny and his family moved from Laos to southern California when he was two. As a kid, he'd spend his early mornings riding waves and the rest of the day playing the dutiful son, doing his chores and finishing his homework. But then Manny's dad up and left, and at just fourteen, the boy had to grow up fast. ‘I [learned] how to use a screwdriver and fix things because no one else was there to do it,' he explains, taking a swig of fizzy water.

He set his sights on becoming a marine biologist but soon found out how much he sucked at calculus. So he abandoned marine science and opted to study anthropology; humans would have to make do over sea‐life. With his mom and younger sister in tow, Manny's plan was to keep his head down, work hard, and follow a familiar script: study → college → job → success. However, life sometimes has other plans for us, and Manny's was no exception. None of it, he recounts between bites, went according to script.

As the dot‐com bubble burst and sent its devastating effects rippling throughout the country, Manny took a soul‐sapping retail job–anything to pay the bills–and shacked up in a shed in a rough part of Oakland, California. Things were pretty dismal, but Manny stuck to his (now slightly modified) plan: keep your head down, work hard, and find a way forward when you can. And in the meantime, he surfed.

Manny had gotten used to the looks he'd get from the other surfers. A vivacious Latin soul housed inside a geeky 5′5 Filipino body, Manny was a far cry from the typical beach‐blond dudes parked in the tiny beach lot in Pacifica, a town just south of San Francisco. His board stood out too. While the other guys rocked the popular three‐finned thrusters, Manny guarded a bizarre‐looking quad fish surfboard. As the name suggests, the quad fish has four fins and a tail that resembles a chirpy carp about to chow down on dinner. You could say the look was, well, whack, but it suited Manny just swimmingly. And besides, the heckling would usually stop as soon as he caught his first wave.

See, Manny's odd‐looking board had a big advantage in that it was super fast. And Manny was a crackerjack surfer. He gracefully carved his turns on the waves, turning the heads of every onlooker on the beach as he did. When it came time to pack it up and head back to the parking lot, Manny would invariably get stopped by a sea‐sprayed bro. ‘Hey, can I see that thing?' the onetime mocker now turned gawker would ask. Such interactions would prove formative in more ways than one.

‘It occurred to me at that moment that the rest of my life isn't going to be determined by other people's formulas,' Manny recalls of the experience. ‘I'm going to determine my own formula—because nothing else is really going to work.' Trusting his instincts, Manny became the steward to his gifts.

* * * 

Alongside his boisterous laugh, that funny quad fish from the parking lot has become his signature design. Manny had tapped into the thing that he needed to be doing in this life. He didn't mind one bit that I was waiting (and salivating) while he calmly doctored up that taco. He had ceased conforming to what the world wanted him to be and began bopping to his own beat.

Shapers adhere to a craftsman‐like culture. If you're a shaper, you put your stamp on your work. You earn your stripes. You sync with a rhythm of life that lights you up. At times, work may be a frightening obstacle (and obsession), but shapers move through adversity with temperament and tenacity. A determination to continually improve and evolve. A willingness to experiment and learn from mistakes. To create on the fly. To work fluidly. To persevere and be patient in equal measure. To unwaveringly nourish the soul.

A shaper is someone who becomes energised by work. The way they work provides for the highest expression of self. They lead deeper and more fulfilling lives because what they do everyday serves them and the greater good.

If it sounds like I'm talking about more than handcrafting surfboards, I am. Now, more than ever, the professional working world needs a bit of the shaper shimmer.

I should know, after years of trying to run a business with the wrong partner, in the wrong industry and in the wrong way–I burned out. So I up and left and went back to school to study design and to figure out where I went wrong. Or perhaps why I went wrong. It turned out that my workaholism was a container for my fear of failure. Instead of working smart and with purpose, I just kept my head down and toiled away harder.

I discovered that my approach to work was crushing my spirit so I swapped it for one that helped me come alive. I began to see that my vitality would only come when I gave into my curiosity and creativity. I realised that I needed to rest and reassess so that I could show up for others as my best self. Over time I was able to earn a living by doing what fuels me–learning, teaching, and helping.

I know too that I'm no exception–because every day I work with people who use the strategies in this book to transform how they work and discover meaning. I've witnessed these approaches succeed time and again. Producing over posturing. Empowering over embittering. Asking over telling. Giving over taking. Leaning in rather than opting out.

It's no secret that we're facing an unprecedented crisis in work: Gallup polls regularly report that the majority of the working world is not engaged in what they do. The contributors to this crisis are a smorgasbord of realities, including the growing financial divide, a widening skills gap, unemployment, precarious work, diversity issues, and algorithms and automation that keep gobbling up jobs. Along with climate change, the crisis of work is one of the biggest challenges we face. Indeed, the two are inextricably linked. The good news is that there are people and companies already making work a whole lot better.

And so we find ourselves at a watershed moment. Now is an extraordinary time in which we can indulge the human spirit and our impulse to do the work that matters. Instead of clinging to age‐old attitudes, we have a ripe opportunity to reimagine work and our place in it. We have an unprecedented chance to renew ourselves in the work we do.

Margaret Mead was a shaper. So too was Alvin Toffler. Yvon Chouinard is a shaper as is Marie Forleo. And a tide of burgeoning shapers are rushing in. They're eager to find meaning in their work and reinvent our organisations. What's crucial now are the decisions we make going forward and whether we can let go of the structures, systems, and practices of a bygone era and come together to do the work our world needs.

The future of work is about the meaning you discover. It's about the shape that we collectively give it. That's what we're here to explore in this book. Drawing from hundreds of interviews, we'll apply anecdotes from CEOs, organisational designers, social psychologists, workplace strategists, marketing gurus, design ninjas, startup entrepreneurs, restless raconteurs, culture geeks, creative freaks, and a plethora of other trailblazers all helping to shape the future of work. We'll dive inside companies like Netflix, Squarespace, LEGO, and Patagonia to see how they cultivate resilient work cultures. We'll see precisely how shapers fuel themselves by what they do every day and how you can do the same.

In Part One, we'll explore the history of work and how we find ourselves at this watershed moment. In Part Two, we'll look at the organisations and people that are pioneering work in new and exciting ways. And since there are many possible futures, in Part Three, we'll consider the principles that can help you navigate your way to a preferable one.

Whether you're in the C‐suite or the front line, work remotely or in an office–the ideas, lessons, and tools presented in these pages are for you to adopt as you see fit. Pick, mix, experiment, and run with whatever works best for you. We all have different approaches to work, and each one of us can find those opportunities for growth. We can all evolve. My invitation is for you to thoughtfully shape and regularly refine the ways you work.

PART IMEANING AND THE NATURE OF WORK

Everything can be taken from a man but one thing: the last of the human freedoms–to choose one's attitude in any given set of circumstances, to choose one's own way.

—Viktor Frankl

The nature of work is quickly changing so that more of us can find meaning in what we do. And given the opportunity, it's absolutely imperative that we search for work that lights us up. At this watershed moment, with massive disengagement and a system of work that is broken–we can embrace the drive we all have within. As shapers we pursue our vision for fulfilling work because it impacts every aspect of our lives and the lives of those around us.

CHAPTER 1THE MAGIC OF MEANING

Work is now a practice through which we search for meaning to help shape a colourful life. The choice we have is to move beyond ourselves and connect with something larger. This deep sense of commitment and purpose is non‐negotiable and is what gives shapers their shimmer.

Last I checked, they don't stock bottles of happiness on store shelves. (OK, depending on where you shop and what's in the bottle, perhaps they do.) Instead, the shelves are lined with books about the pursuit of happiness. If you want to learn how to find your bliss, chase down the things that spark joy, and untether your soul, there's no shortage of authors and teachers who are glad to point the way in exchange for a handful of your dollars. What you don't see lining the walls of bookstores and the splash pages of your go‐to guru is the promise of keeping happiness once you have it. It's a promise nobody—at least, nobody honest–is going to make.

Happiness is fleeting. It comes and goes, flexes and flops, rises and pops. A double‐scoop ice‐cream cone might fall to the floor or melt divinely in your mouth, but whichever way, it's gone and so is the momentary happiness it brought. And that makes happiness a moving target and, therefore, a crappy career goal.

Shapers know that happiness is perpetually in flux and hinges upon getting what you want, or at least getting what you think you want at various times. And it's fleeting. It comes and goes, flexes and flops, rises and pops. A double‐scoop ice‐cream cone might fall to the floor or melt divinely in your mouth; but either way it's gone and so is the momentary happiness it brought. And that makes happiness a moving target and, therefore, a crappy career goal.

Meaning, a close cousin to happiness, is much more astute. The magic of meaning is that it persists through time. We can move to and from meaning again and again because it's not a destination to which we hope to arrive–but discursively comes from what we give our attention and energy to. Often it's when we connect with something larger than ourselves that meaning makes a cameo.

Meaning is nuanced and textured. It's subjective. It's a choice that emerges from those things to which we ascribe significance. But it's slippery as hell because it's not always clear what those things are at any given time. It could be pinned on someone, something, or some place. When felt, when lived–meaning spirals into our soul and provides for an expansive sense of self. It helps connect the once seemingly unconnected through time.

Meaning matters because it lets us show up in the world as we were meant to be. It propels our inner drive. It gives us energy. It provides the colour to our lives. We need meaning both for the will to live and the ability to grow.

Since most have abandoned religion in favour of work in the secular West, we now seek an enduring sense of purpose not from the house of God but the church of work. The largest religious group in the U.S.A is, you guessed it, ‘non‐believers.’ We've supplanted the altar with the office, the Bible with the smartphone, and come to expect righteous Sundays every damn day.

We're searching for ‘daily meaning as well as daily bread,’ wrote broadcaster Studs Terkel about work. It's in the spiritual practice of work where the hunt for self‐actualisation and even transcendence now takes place. And for something to hold meaning, it must be seen as valuable in the eyes of the beholder, to our culture, or both. For shapers, this search is a compulsion–they're always getting closer.

In order to boost our chances of finding and sustaining meaning–we need to stop divorcing ourselves from our work. Basta! Instead, we should inject ourselves quirks and all, into what we do. For shapers this is a heartfelt obligation. It's how they make their best contribution to the world. And then like a swell in the ocean, that unmistakable feeling of meaning rushes in.

To be certain, we can often confuse urgency with meaning. When the pressure is so heavy and the exigency so real, we attribute what we're experiencing as supremely significant. It may be in the face of adversity or confronting our fatality that might expedite a sense meaning, but none of these are necessary conditions. All that's required is the ability to choose.

When you believe in your uniqueness, you stop trying to fit a mould; you move closer to becoming your truest self. You cater to your impulse to create. ‘If happiness is about getting what you want, it appears that meaningfulness is about doing things that express yourself,’ reveals social psychologist Roy Baumeister. For a shaper, this is the ultimate freedom and responsibility.

It may be paradoxical, but shapers understand that finding meaning typically appears when we're not looking for it. By plunging into something bigger than ourselves, setting aside our ‘convulsive little egos’ as the father of American psychology, William James would put it, meaning can gently bubble up. For example, I studied digital marketing to go into the music business, and lo and behold, I bumped into the love of my life.

Meaning ensues from a process of discovery and defeat. During the ups and the downs, turning points, and in between all the gnarly waves that life brings, shapers show up wholeheartedly in the present. They enjoy the fruits of their labour as well as the process, the sweat, and the struggle. This unyielding commitment to a purpose is what gives shapers their shimmer.

Shapers begin with their why, and then figure out the how. Their interiority let's them create meaning time and again. Their self‐efficacy let's them shun the negative self‐talk and spiral upwards. They feel part of something larger than themselves. There is sacrifice, yes. Settling, no.

DUTY AND LUXURY

In a large international study of the most meaningful things in life, work was mentioned 44% of the time, ranking second only to family. Of course, if we poll different people at different stages in their life, and from across different cultures—we're bound to get different results. But for many people, work will always be their darling.

One of the most pervasive facets of Japanese work culture is the distinct pride they take in their work. The Japanese call this shokunin; a term once reserved for the domain of craftspeople, today it's seeping into many aspects of Japanese working life with the implicit duty to perform at one's best. Japanese sculptor Toshio Odate explains:

The Japanese word shokunin is defined by both Japanese and Japanese‐English dictionaries as ‘craftsman’ or ‘artisan,’ but such a literal description does not fully express the deeper meaning. The Japanese apprentice is taught that shokunin means not only having technical skills, but also implies an attitude and social consciousness …. The shokunin has a social obligation to work his or her best for the general welfare of the people. This obligation is both spiritual and material, in that no matter what, the shokunin's responsibility is to fulfil the requirement.

Irrespective of who it is or what responsibility they may be fulfilling, many Japanese workers have pep in their step. There are several reasons for this phenomenon, but two reasons stand out. The first boils down to Japan as an island country. Just a bit bigger geographically than Great Britain, their respective island mentalities couldn't be further apart. In Japan, there is a cultural conformity to give everything you got to whatever it is you do. This ‘we're all in this together’ sentiment is reinforced by strict legislation. In other words, if an investment banker in the City of London shits the bed on a deal, he gets fired, but the same banker in Tokyo simply gets transferred to Osaka.

The second reason has to do with family. The drive for this kind of conscientious behaviour in Japanese workers stems from deep‐seated family bonds. It's precisely why out of all the businesses worldwide that have been around for over 100 years, 90% are Japanese. And they all keep it tight with fewer than 300 employees. Instead of striving to grow faster, they endure because they endeavour to grow better.

Whether in or outside of work, what spurs us to integrate is evolution itself. More folks could take a cue from the Japanese where good work, good business, and good citizenry for that matter, envelop a deep personal commitment to making your best contribution.

Take Simon Mhanna for example. Emigrating from Lebanon to Canada, Mhanna has swiftly become a national design leader. The quintessential shaper wakes up each day knowing he's flexing his chance to serve. ‘I worked hard to find opportunities that align with my passion and that allow me to fulfil my purpose. I show up true to myself, my feelings, and my beliefs–which makes it hard for me to separate the self from the work,’ he explains. It's his authentic intention and sense of self that enables Mhanna to deeply connect with his work.

By knowing what you value and how you are valued, you can blend yourself into your work. That feeling that you're making a real difference is unmistakable. And when you're a part of something larger than yourself, meaning is bound to come.

LOVE AND WORK

We glorify love and work and indeed the two are forever enmeshed in an intricate dance. ‘They are also locked in mortal combat,’ claims philosopher Alain de Botton. Like love, work is a practice–a daily operation that, over time, shapes the fabric of our lives.

This business of finding fulfilling work is no easy feat. With less replication, stability, and certainty, we've gained more choice in work, but we've also encountered a sweeping sense of self‐doubt. Never has the burden on the self been so damn heavy. Amidst more uncertainty, we yearn for a sense of control often found by succumbing to that taunting voice in our heads to do more. But we don't need to control everything to get a good outcome.

We have to take time for ourselves to quieten the inner critic, manage our anxiety, and minimise our stress. I'm exhausted just thinking about it, let alone writing about it. This approach all adds up to a thick layer of emotional labour that's rarely talked about or valued, much less quantified or even seen.

Meaning, if and when it shows up, can be beautifully random and randomly beautiful. And work, whether or not we like it, is a popular laboratory for making meaning. Like love, we throw ourselves into it. We encounter it. We fall into it. Sometimes we do so as a diversion from other facets of our lives. Other times we do so to move just that bit closer to our dreams. And in some instances, we do both.

Is it any wonder, then, that we feel stifled when we can't see ourselves making progress in work? That we feel disillusioned when the career ladder has collapsed and our attempts to impact our communities and leave a mark on the world has become more challenging? Work progression now resembles a labyrinth, and we're left feeling stunted as the result. This topsy‐turvy trajectory gets frustrating, even infuriating. But shapers find that it's precisely this psychologically uncomfortable feeling that leads to meaningful change.

These times where things don't quite go as well as expected, can, if we're open to it, lead to the most interesting of new horizons. We have an opportunity to nurture our talent, fuel our interest, and make an even bigger impact in the world. The only question is whether we're ready to do so.

CHAPTER 2A SHORT HISTORY OF WORK

Throughout history, work was mostly miserable with little if any room for self‐expression. As punishment for the Original sin, drudgery was a potential stairway to heaven. Modern management commands productivity and progress while our attitudes towards work becomes bound to time on the clock. With the advent of the Internet, we are untethered from our desk and provided with endless opportunities to express ourselves. We're now set on giving life to the multitude of selves within us.

The port of Athens, with its colourful walks of life, was the perfect backdrop to waxing lyrical on the best way to live. Plato and his gang (Socrates, Glaucon, and co.) would cruise the buzzing streets of Piraeus intoxicated by the sights and sea. It was in this serene setting that Plato began shaping the world's most important philosophical work.

Platonic idealism (alongside the ancient Greek philosophies) was instrumental in giving rise to democracy and laying the bedrock of modern Western civilisation. ‘There will be no end to the troubles of states, or of humanity itself, till philosophers become kings in this world, or till those we now call kings and rulers really and truly become philosophers,’ is one of his finer lines.

In Plato's Republic, the ideal state is divided into three distinct classes: the Producers, who provide material and functional needs; the Auxiliaries, who defend the state; and the Guardians, who govern it. Justice is maintained when every person within a respective class performs his or her proper function in society.

For a long time, I was hung up on a philosopher who lived some 2400 years ago proclaiming the best way for everyone to live, and in particular how I should live. Oh, the gall to speak of the desires of my soul and then exclude them from expression! Admittedly those were different times and I've grossly oversimplified things.

Still, it would be fun to see the expression on Plato's face were he dropped into a present‐day Shibuya Crossing in Tokyo. Gobsmacked! He rubs his eyes repeatedly, not from the neon lights (although those nearly blind him) but from how technology and mankind move in unison together. With his jaw dropped well below his chiton, we could explain that the world is connected through a vast wired network, that large containers whisk us through the sky high above oceans, and from time to time we travel to other bodies in the galaxy.

Or better yet, if we could travel back in time to Piraeus circa 380 BC and demonstrate our progress as a civilisation. As writer Tom Streithorst hints, ‘With an AK‐47, a home brewing kit, or a battery‐powered vibrator, startled [onlookers] would worship at our feet.’ Imagine still yet, if we were to explain that we've designed machines that actually learn. They can play, paint, sing, write, dance, see, drive, fly and so much more—abiding by whatever program we set. Dearest Plato, the cherished functions of the soul are now augmented by mechanical minds that we've designed in our image.

And technological advancements have shaped and continue to transform work in unimaginable ways. We've even come up with a snazzy name for this era: the Fourth Industrial Revolution. These super‐intelligent instruments are integral to our lives and when used, not abused, can make our work culture oh so colourful.

OUR VALUES AT WORK

This is by no means a detailed summation of the history of work. It's purposefully brief so that we may get quicker to the heart of the matter. You will notice the terms work and job used liberally. While a conception of both can be housed under the efforts to procure the means of survival, I use work much more expansively. The discerning qualities of each are as follows:

Job:

compensated or waged activities formally provided to an employer. The market determines financial compensation. Features a psychological contract and a veil of security.

Work:

deliberate activities engaged to achieve a goal of subjective significance. May or may not be compensated. A contract is not necessary, only the requisite motivation and resilience to accomplish something for the self and the greater good.

The concept of work continues to mutate and our attitudes are still playing catch up. Sometimes we can't see the bigger picture. The issue is not what role the individual should play in society. But it's to do with approaches to, and beliefs about, work. What constitutes work? What do we value? And why are so many of us dissatisfied in the work we do?

The word for work in Greek is Ponos. It originates from the Latin poena, meaning sorrow. The ancient Greeks, as well as the Hebrews and medieval Christians, viewed work as a curse. At its base, work was pain and drudgery. It was the divine punishment for man's original sin and my God were we meant to atone for it.

As a religious responsibility, work allowed little room for self‐expression. The ‘do what you love’ mantra touted by life hackers and career advice columnists today would be extremely suspect. The value that was found in work came irrespective of the extrinsic reward. You worked in exchange for a non‐stop first‐class ticket to heaven. Without the benefit of contemplation or control, acceptance of one's duty was pretty palatable.

In the 16th