Why work?

As I come to another end of a BIG year of work I have been intrigued by this question for years – why work? I have always wanted to know the real reason for work. On the outside it appears that there are a range of factors ranging from money to self-actualization with a myriad of others in-between including passion, interest, learning, challenge, status, power, identity, credibility, relationship, contribution and meaning. What I have found in my ongoing inquiry about the reason for work is that the majority of people I have coached do not have a clear definition of what work means to them, why they do it and how to navigate the multiple drivers around work. 

In the absence of a clear and compelling reason for work you will be at the effect of external influences

Wayne was a case in point. Approaching 50 he had achieved beyond his expectations. As Chief Financial Officer for a tech company, he was at the forefront of a fast-moving and game-changing business. However, when I sat down to discuss why he was interested in coaching he quickly declared that despite his profile he was unhappy in his work. He constantly felt frustrated as if he was on a corporate treadmill that was impossible to get off. The demands of the business left him with little time to think strategically, invest in people and provide the quality service that he aspired. I asked him about his definition of work. It was rooted in his family of origin and out of date.

Wayne’s grandfather had been a miner working down the pits. His father had been a professional footballer whose playing career was cut short by injury and who had retrained as a plumber. The primary message he had taken from his male lineage was ‘work hard to pay the bills’. Wayne followed suit, played it safe, trained in accountancy and worked his way up the corporate ladder through long-hours and keeping shareholders satisfied. In nearly 30-years of working he had never really stepped back to question the meaning of work. 

I asked him why he worked. Wayne’s response was limited to the provision of wealth creation for his family and executive progression. Understandable, but not exactly a compelling proposition. I asked him to dig deeper and think about what work offered beyond security and status. Upon reflection Wayne identified the following measures:

• Unlocking personal potential
• Learning and development
• Solving problems
• Making change happen
• Helping others grow
• Developing meaningful relationships
• Adding value

I continued the conversation and challenged him to consider what it would be like if this became his work reality? Wayne got curious. He began to see the potential impact of seeing work differently. 

Before changing your work, change your definition of work

I encouraged him to apply his new work measures on a daily basis. Before jumping into email and meetings each day, Wayne agreed to look through a different lens. He focused on some simple questions to reframe his current approach:

• How can I stretch my potential?
• What can I learn and develop?
• What is the big problem to solve that is the best use of my time?
• How can I drive change for the better?
• Who can I help grow?
• What relationships should I cultivate?
• What is the real value I can add?

Applying these type of questions stimulated his brain agility which “helps to maximize the brain’s performance across diverse and unfamiliar tasks.” (Swart, 2018) Over time Wayne formed a different relationship with work. Redefining what it meant to him ensured that he showed up differently. As Wayne moved away from seeing work as a means to an end, he became immersed in the multiple opportunities that work offers. He became fascinated in human potential and how to break-down barriers to unlocking it. He gave genuine time to solving the significant issues of the company which took him into new areas like innovation and customer experience. Wayne’s new approach captured the attention of others. His CEO wanted to know what had happened! He gave feedback to Wayne about his renewed engagement and the positive impact it was having on the organization. 

I have observed this type of shift on numerous occasions when people move from a fixed position about work formed by their past to a compelling proposition shaped by new reflections based on the question ‘why work?’ In a conversation with John Holland-Kaye, former CEO Heathrow he shared: “The most fulfilling times in my work is when I find meaning. This occurs when I have thrown myself into what I’m doing because there is the opportunity to hook onto things of real value which go beyond financial matters.” He went onto say: “My parents were both teachers and as a result I grew up in schools 24/7. I learned that education is a great leveller and allows people to fulfil their potential. For instance, in one of the first companies I worked for the people who did the best, were not necessarily those who went to the ‘top’ schools. However, work gave them the opportunity to fulfil their potential which had not been nurtured by our educational system. I came to believe that it doesn’t matter where you have come from because what matters is where you are going. It shaped my belief that my primary role in work is to help people unlock their talent and to achieve where they want to go”

To find your fuel reflect upon your primary reasons for work. I resonated with the way Keith Barr, former CEO, InterContinental Hotels Group put it: “Don’t chase a title, or money. Chase the work you love and the way you want to work.” He went onto to say: “Find out what you love to do and how you love to work. For instance, some people like working for small companies, others for big companies and others in entrepreneurial environments.” 

What if your rationale for work included finding meaning, fulfilling your potential, mastering skills, building relationships and achieving great things? As you close out 2024, I encourage you to reflect deeply about your reason for work and as you enter 2025 ensure that your work is guided by what is most meaningful for you. 

On a personal note, my definition of work is grounded in purpose. We have a LinkedIn group to develop a Purpose-Driven Leadership for a Wellbeing Economy community https://www.linkedin.com/groups/13085230/

I would love your feedback on the topic. Write to [email protected]