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Business Career Engagement Entrepreneurship Future of Work Generation Y Income Inequality Innovation Workplace

On the Rules No One Else is Playing By

The American Dream speaks the language of ambition and its tongue whispers it is not for lack of luck, but lack of effort that you are a failure. Put in the work and you’ll become a success. Luck nor social constructs or randomness or the genetic lottery create the richest men of the world – and they are men – but an exchange of value. The rules are: work hard and be rewarded in return. Except we know that’s not true.

“The U.S. has the 4th-highest degree of wealth inequality in the world, trailing only Russia, Ukraine, and Lebanon,” reports former U.S. Secretary of Labor Robert Reich. “The 400 wealthiest Americans own as much wealth as 80 million families – 62% of America. The reason is the stock market. Since 1980 the American GDP has approximately doubled. Inflation-adjusted wages have gone down. But the stock market has increased by over ten times, and the richest quintile of Americans owns 93% of it.” 

This quintile, they don’t work hard – they don’t work at all – and are rewarded in return. They don’t work hard and amass influence. They don’t work hard and acclaim power. They don’t work hard, and yet millions try to emulate them. Those millions do work hard, and in systems and institutions with large trompe l’oeil ceilings of the sky. That is the American Dream. The illusion creates hope. But we no longer have hope.

“More and more I get the sense that we’ve lost it,” argues New York Times columnist Frank Bruni, “and by ‘it’ I mean the optimism that was always the lifeblood of this luminous experiment, the ambition that has been its foundation, the swagger that made us so envied and emulated and reviled.”

We hit the faux-hope ceiling and facing reality has been unseemly ever since. No one likes work. Bosses are crappy. No, really, really bad. Most bully to cover their own insecurities. Workers never feel appreciated. And none of us are really sure what we’re doing matters anyway. Whatever the job, you’re expected to show up and know the job, not learn the job, not make mistakes or take risks.

A mere 13% of workers are engaged. But unlike the days of the company man, where you could put in your time no matter how boring or rote it became, then retire after 30 years with a pension, today’s employers rid themselves of such responsibility. The loss of loyalty not only means the loss of security, but the deep and meaningful work that comes with dedication and duty.

“The world’s leaders have coolly, calmly, rationally, senselessly decided that bankers, CEOs, lobbyists, billionaires, the astrologers formerly known as economists, corporate ‘people’, robots, and hedge funds are worth more to society than… the young. The world’s leaders are letting the future crash and burn,” argues Umair Haque in the Harvard Business Review. Our youth “is getting a deal so raw that no one but a politician or a serial killer could offer it with a straight face. So let’s call it what it is. Not just unfair—but unconscionable.”

In such demanding and depressing times comes innovation, and it tells us to pour our resources and energy into entrepreneurship. Become a freelancer. Work on the side. Explore your “freedom.” And companies love it. Your corporate sovereignty means no salary, no pension, no retirement plan, no healthcare, no 8-hour work day (you willingly work more), no boundaries, no stability, no safety, and no fealty.

And with everyone out for themselves, there is something more immediate lost than the safeguards of our future; we trick ourselves into believing we’re changing the world. No matter the bills aren’t being paid or we can’t get up in the morning or retirement won’t exist when we reach 60, 70 or 80 years old.

We hold onto the idea that “money isn’t meaning,” and that’s a pretty story. It comforts us while we filter photographs or swipe credit cards for a new pair of hiking boots. But the more we encourage such misleading mindsets, the more off-kilter and out-of-balance not only our economy, but our personal lives will become. Money has always been an exchange of value, and it’s only recently that money has been an indicator of meta non-value.

What I mean is the wealthy don’t acquire money through an exchange of value, but an abstraction of money at a higher and higher level. Take a look at Appaloosa, a hedge fund that employs 250 people and Apple, a company that employs about 35,000 people and earned around $6 billion in 2009. “Appaloosa, the hedge fund, earned about as much as Apple in 2009 by speculating on… well, we don’t really know,” argues former Seventh Generation CEO Jeffrey Hollender.

Now tell me our ignorance and unwillingness to fight doesn’t have something to do with the tradeoff between money and meaning. Money isn’t evil. Only the systems we’ve designed and encouraged to make it so. We keep following the rules no one else plays by, but expect the same result. When it doesn’t happen, we create worth and are happy if someone “likes” it on Instagram.

But your value is worth more than that. It’s worth more than massive debt, overwhelming anxiety, being underchallenged, underemployed or unemployed. It’s worth more than what’s in your bank account and it’s certainly worth more than what you’re getting paid (despite any lies the Microsoft CEO will tell you).

Want to fix the economy? What — too big? How about your life? Want a fair shot at the American Dream? Or just a better boss? Or maybe a chance to just give your kids something, if you can’t give them everything? Want to fix the wanting, the feeling, the gnawing? We have to align worth and wealth.

Categories
Career Engagement Future of Work Knowing yourself Self-management

Why Choose Passion and Purpose Over Short-Term Gain?

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Money is simply an exchange of value. On the one hand, that phrase allowed me to break past my money barriers a year ago. On the other, it’s complete horseshit.

At one time, money was an exchange of value. But today, when the top 20% of wealthy people hold 80% of the world’s stocks, something is wrong. It means that when companies maximize shareholder profits, they maximize profits for the wealthy and no one else. It means it’s hard to want to lean in or press on in a system like that. And yet, we know or we’ve been told, that financial worth is important. Our measure of worth is often measured in dollars. And Bethany Butzer argues, “if your passion doesn’t lead to a hefty paycheck, it’s viewed as a waste of time.”

Today, we live in a lesser depression, but the actual depression is deep within our minds. Our generation is sick, and overwhelmed with our immense privilege. We can do anything with our lives, and that’s just the issue. This existential crisis – what should we do with our lives? – has not only contributed to the quarter-life crisis phenomenon, but a deep and abiding angst and anxiety now bubbling over the surface.

Most of us sacrifice meaning for paychecks we don’t particularly like. And callings don’t always pay well (contrary to the zealots who argue if you follow your passion, money will follow), so the rest of us sacrifice security for a modicum of self-respect. These aren’t great tradeoffs. Sure, we all hope that at some point the economy will change and worth won’t be measured by the GDP (as Robert F. Kennedy said, “Gross National Product measures everything, in short, except that which makes life worthwhile.”), but in the meantime, we are stuck in between a rock and a hard place.

We optimize our lives for short-term gain, rather than long-term fulfillment. We suffer the “mediocre over the breathtaking,” because real net worth is harder and harder to come by and find. We suffer to keep up.  “We’re very busy,” argues economist Umair Haque, “ but we’re not better for it.” Fast is the only speed, because everything is a competition. Beat the other guy and prove your worth. Beat the other guy and have a better life.

The problem is “the problems of youth unemployment, underemployment, marginalization, and inequality are so pervasive globally, more and more economists are beginning to point to a lost generation,” argues Haque. “Our institutions are failing. They’re failing us, failing the challenge of igniting real, lasting human prosperity. If institutions are just instruments to fulfill social contracts, then ours are shattering because the social contracts at their hearts have fractured.”

As a generation, we’re not equipped for such wicked problems. We were trained in schools for corporate factory jobs, not for learning and discovery, not for testing and experimentation. And while almost certainly one-hundred percent of us buy into the idea that knowledge is power, that education is key not only to our own advancement, but the advancement of the human race, almost all of us stop that education after twenty or so years.

No one learns on the job anymore; the word “apprentice,” exists solely as a joke on primetime television. Every young woman wants a mentor, but few find anyone willing. Today’s employer wants the high-performer, fully formed. Companies don’t teach, that’s not the agreement. The agreement is you provide value for salary and benefits. But as people who routinely quit their jobs at Google or Booz Allen in search for something more will tell you, that’s not enough.

Mostly because what companies see as value isn’t connected to any larger sort of purpose or meaning. The purpose is to maximize shareholder profits, in most cases, and most of us intuitively know, even if we don’t study economics and or aren’t aware of the large inequalities of the system, that a purpose based on profits and profits alone is not enough. “Be the best!” is inherently just an axiom of “Beat the other guy.” And beating the other guy has nothing to do with maximizing human potential. It’s just about winning, and winning alone.

While writing Passion & Purpose, author Daniel Gulati says he “met dozens of recent graduates who, rather than applying their newly-acquired knowledge to solve important problems, had prematurely opted to extract value for themselves. Said one young executive: ‘I had big ideas when I started, but now it’s all about getting promoted to partner.’ Said another: ‘I know I’m just pushing paper. But I like getting paid six figures for working nine-to-five and ordering room service at fancy hotels.’”

We optimize for short-term gain, rather than extraordinary, difficult, heart-wrenching change that will solve social problems, impact the planet and advance the human race. “So you made a profit. Yawn,” says Haque. “Did you actually have an impact?”

Categories
Future of Work

Fare Thee Well, Boss

The boss-employee relationship is defunct. Managers think young workers aren’t willing to pay dues, but really young workers aren’t willing to be employees. Managers dangle the lure of a raise or a title, but young workers just want to build something together as a team.

The new org chart shouldn’t be based on hierarchy then, but a horizontal ladder of peer-to-peer management, where employee and boss teach and learn from each other. They share, knowledge, experience and ideas.

Working together in service to a larger vision is a more human way of employment, but it is antithetical to how businesses currently run. A business is successful – no matter what it’s product, salsa or insurance – because it can replicate a system to make that  salsa, distribute the salsa and find customers to buy the salsa over and over again. The 5,674th jar of salsa has the same chance at delighting a customer and turning a profit as the first.

Start-ups call this the secret sauce.

That’s why many people love working at start-ups so much (and why many people don’t). At a large company, you advance your career not on the originality of your own ideas, but because you can showcase increasing familiarity and understanding of the company’s secret sauce. You’re the company man.

At a start-up, particularly in the beginning, all ideas are equal. The secret sauce is unknown. It’s a mystery. The mode of work is to test, experiment and recycle constantly. Will it work to do it this way? How about this way? It is a puzzle, an unfinished essay, half of a log cabin. The end result is only known as something great in the mind’s vision. A large company buys a start-up because the start-up figured out the replicable system.

When a company finds the secret sauce, it is institutionalized because it works. A hierarchy is put in place to ensure it continues to work and that no one deviates from the system, because that would put the company’s success at risk.

Originality is siloed into its own department, but companies do have to keep pace with innovation, so orders to add to or subtract from the secret sauce are handed down from those who are most familiar with the company’s system, typically upper-management.

You usually have to advance through a company’s hierarchy to change the system, because factory workers don’t have their own widget factories to experiment with, for instance. In order to know all there is about creating a widget you have to continue to be promoted. Hierarchy makes sense.

But wait, we don’t make widgets in the knowledge economy.

The Internet gives everyone connected to it the same opportunity to experiment on the same platform, whether you’re a company or individual. Now low-level employees have front-level, do-it-yourself access to the tools that create the systems and sauce on a scale more omnipresent than ever before.

A blog is an experiment. How do you bring in consistent subscribers? Does commenting on other blogs work? What about guest-posting? Does emailing other bloggers work? Should you build relationships with Blogger A or Blogger B? Why? What is quality content? How do you write it? Does it matter?

An Etsy shop is a test. What headlines work? Does it matter how the crocheted plastic bag holder is photographed? Where do you advertise your products? Google? Facebook ads? What is good SEO? Which color is better? What is the customer’s feedback? Which shipping method is cheapest and fastest? Does including a personal note give you a better rating?

Expertise is no longer institutionally created, but self-made. And it is no longer systematized but shared in the open for the rest of the web to adapt, change and build upon.

There is no need for hierarchy. Decision makers, yes. Titles and responsibilities, yes. But hierarchy, no. Leadership is now inclusive and collaborative.

Fare thee well, boss. It was nice to know you.