New Work: Unlearn the Inherited Way to Work
In an age of “hustle culture” where the grind is glorified and “getting that bread” is top priority, work seems to be at the center of nearly everyone’s focus. But in the last couple of years, after a pandemic led to remote and hybrid working, people reconnected with what truly mattered to them, leading to “The Great Resignation.” Suddenly, grinding away at an office 80 hours a week to please a micromanager for minimal pay and benefits wasn’t the dream. Now, people want to work on new terms, in a way that benefits both the company and the individual.
So what’s in the way of individuals, teams, and organizations from doing their best work (and enjoying it)? If you ask the individual, they might say the problem is too many meetings, lack of established priorities, an unattainable workload, or even the wrong manager. Ask the company, and leaders may claim that while everyone works hard, there’s a lack of agility, accountability, and ownership.
The typical “solutions” to this problem stem from the all-too-common principle that to be productive, we have to abide by the traditional rules of work: The workday starts at 9 am. Be in your cubicle before the boss walks in. Managers are meant to oversee every menial task. Work is distributed to respective departments.
