Sustainability and joy: the power of fun can transform the corporate world

A glowing cloud appeared over southern China on 5 June, appearing at dusk over Wanning City in southern China in Hainan Provice - creating a glowing multicoloured effect similar to a rainbow

Rare ‘floating rainbow’ brightens sunset skies – Image from The Daily Mail 

 

JOY

Joy drinks pure water. She has sat with the dying and attended many births. She denies nothing. She is in love with life, all of it, the sun and the rain and the rainbow. She rides horses at Half Moon Bay under the October moon. She climbs mountains. She sings in the hills. She jumps from the hot spring to the cold stream without hesitation.

Although Joy is spontaneous, she is immensely patient. She does not need to rush. She know there are obstacles on every path and that every moment is the perfect moment. She is not concerned with success or failure or how to make things permanent.

At times Joy is elusive – she seems to disappear even as we approach her.  I see her standing on a ridge covered with oak trees, and suddenly the distance between us feels enormous.  I am overwhelmed and wonder if the effort to reach her is worth it.  Yet she waits for us.  Her desire to walk with us is as great as our longing to accompany her.

This delightful description comes from a gem of a book, called The Book of Qualities by J. Ruth Gendler, which I recently discovered thanks to a recommendation by Brené Brown. 

This theme of joy was developed further in this interesting article below by Jo Confino which was published in The Guardian on 8th May 2013.  Joy should be with us in all aspects of our life, particularly at work as we spend so many of our waking hours engaged in some form of work activity. Focusing on our happiness at work rather than on the next salary increase or the promotion we are gaining might be a better way to bring more joy in to our working lives.

 

Sustainability and joy: the power of fun can transform the corporate world

Only when we integrate making money with a sense of purpose and fun can business move to a more sustainable footing.

Silhouette of a girl blowing dandelion

A healthy dose of joy could transform the corporate sector and put it on a more sustainable footing. Photograph: Tim Gainey/Alamy

Do you ever have the feeling that we spend our lives trying to learn the same lessons over and over again? We hope always to find answers but perhaps a better approach is to ask more profound questions.

I mention this because of a story told to me at a meeting of 300 CEOs and senior executives at the Brainstorm Green conference in Laguna Niguel, California.

It was not a story about energy efficiency, nor was it a story about how to convince your chief financial officer to invest in greener technology. Instead it was about a chief executive who did not know how to incorporate fun into his work.

It goes like this. The businessman was having an interview for a senior position and told the CEO he had three main criteria for taking any post: it had to have a purpose, it had to be fairly paid and it had to be fun.

The feedback he received was that the CEO was comfortable with the first two but just could not get his head around what the third one meant. Quite understandably, the gentleman in question did not take the job, and learnt a year later that the CEO had died at the age of 58.

Are we having fun?

And therein lies a question we could all do with asking; are we having fun and does it matter?

My own feeling is that the adrenaline of making money and beating the competition can seem fun for a while, but like any drug it wears off over time and then people need a bigger dose to try to recapture the original thrill. At its worst, this pattern can end in naked greed and disaster, as we have seen in the financial markets.

By contrast, the ability to have fun is a gift of nature that is like a perfect dynamo. It keeps replenishing itself and never diminishes in its intensity.

More than that, while competition for its own sake is always a great taker, joy is a generous giver and people find it infectious, as long as they are not threatened by it.

This is all obvious when we take a moment to stop and think, but in the hurly burly of life, we forget it. Go into a meeting that includes one person who is sour and negative and the energy of the meeting sinks like a soufflé taken out of the oven before its time. Go into the same meeting where someone is emanating the spirit of joy, and everyone benefits, with the result that space and possibilities open up.

Integrating a sense of joy

I have to say that the sustainability practitioners I meet who are taking the most risks and doing the most to transform their businesses are people who are able to integrate that sense of joy into their work. In fact it is the very feeling of joy that allows them to wake up every day with the knowledge of impending environmental and social catastrophe and still come to work with a cheerful demeanour.

I remember many, many years ago being shocked when an executive coach told me that business leaders become increasingly isolated and lonely as they move up the corporate ladder. No wonder they find it difficult to think deeply beyond shareholder value to the role of business in society. Because they feel trussed up in the straitjacket of their work lives, some love nothing more than bringing in outsiders who are able to inspire and challenge them in new ways.

I have written before about the power of epiphanies to create radical change, because those who experience them first hand are freed, even if only for a moment, from the constraints they falsely believed were holding them down like a ball and chain. Second best, however, is being in the company of people who are able to represent that.

At Brainstorm Green, a few people suggested I meet Jib Ellison, who helped to create the Blu Skye consultancy, which concentrates on systems change. He was a prime mover in Walmart’s journey towards being a more sustainable company. What I was told was not that Ellison had the sharpest mind or the greatest ideas, which may or may not be the case, but that CEOs enjoyed his company.

At its heart, joyous people help to create a feeling of trust. They tend to be better collaborators because they like nothing better than finding common solutions, and don’t feel they have to go into personal sacrifice to achieve them.

Collaboration and competition

There may be lots of people who dismiss what I am writing as naïve. In fact, several people have said to me in recent weeks that collaborating is all well and good, but competition is what really drives innovation and technological advances. But those critics are looking to mark a spot on a spectrum that we have already moved beyond.

Collaboration and competition can be happy bedfellows, if you feel comfortable with both. Those people who bring joy to their work do not see them as polar opposites.

A couple of years ago I attended a meeting at the Houses of Parliament between the Zen Buddhist master Thich Nhat Hanh and a group of MPs, members of the House of Lords and others. One member of parliament said that political parties thrived on being competitive and in opposition and asked Thay, as he is known, about the Buddhist view of competition. Thay looked at him and asked the simplest of questions: “Does it make you happy?” The ensuing silence spoke volumes.

One of the more popular stories on the Guardian last year was about a palliative nurse who asked all those dying in her hospice what their greatest regrets were. The top five included: “I spent too much time in the office” and “I wish that I had let myself be happier,” which translated into the fact that they had pretended to be content “when deep within, they longed to laugh properly and have silliness in their life again”.

There was one, however, which particularly caught my eye because it had a certain subtlety, which made it all the more potent. “I wish I’d had the courage to live a life true to myself, not the life others expected of me”.

One of the reasons society gets itself into a mess is because certain ideas or thoughts become so embedded in a culture that those who come along later feel they have no choice but to fit in, for fear of being marginalised.

So may I humbly suggest taking a small chunk out of your work day, sitting quietly and asking yourself a question; “How well am I doing at bringing more joy into my life?” Better now than on your deathbed.

This article by Jo Confino was published in Guardian Professional on 8th May 2013

Posted by Shona Lockhart on 10th May 2013

 

Six Ways to Stop Worrying and Find Work You Love

How To Find Fulfilling Work

Most of us spend the majority of our day at work so it is crucially important that the work that we do makes us feel happy and fullfilled.  This article by Roman Krznaric from Yes magazine, which was originally published in The Huffington Post, looks at 6 ways to stop worrying about what to do to find a fulfilling job and some simple steps we can take to improve our sense of fulfillment at work.  Romans has also written a book on the subject entitled How to Find Fulfilling Work if you would like to read about this topic more.

 

 

Six Ways to Stop Worrying and Find Work You Love

Quitting work that leaves you unfulfilled requires a lot of courage. Here are six things you can do to get yourself ready to take the plunge.
Potter's hands

Photo by Shutterstock.

 

The idea of fulfilling work—a job that reflects our passions, talents and values—is a modern invention. Open Dr. Johnson’s celebrated Dictionary, published in 1755, and the word “fulfilment” doesn’t even appear. But today our expectations are higher, which helps explain why job satisfaction has declined to a record low of 47 percent in the U.S., and is even lower in Europe.

Instead of thinking then acting, we should act first and reflect later by trying out jobs in the real world.

If you count yourself amongst those who are unhappy in their job, or at least have that occasional niggling feeling that your work and self are out of alignment, how are you supposed to go about finding a meaningful career? What does it take to overcome the fear of change and negotiate the labyrinth of choices, especially in tough economic times?

Here are six pieces of essential wisdom drawn from some of the best brains in the field.

1. Confusion is perfectly normal

First, a consoling thought: being confused about career choice is perfectly normal and utterly understandable. In the pre-industrial period there were around thirty standard trades—you might decide to be a blacksmith or a barrel-maker—but now career websites list over 12,000 different jobs. The result? We can become so anxious about making the wrong choice that we end up making no choice at all, staying in jobs that we have long grown out of. Psychologist Barry Schwartz calls this the “paradox of choice”: too many options can lead to decision paralysis, and we are like rabbits caught in the headlights.

Then add to this our built-in aversion to risk. Human beings tend to exaggerate everything that could possibly go wrong, or as Nobel Prize winning psychologist Daniel Kahneman says, “we hate losing twice as much as we love winning,” whether at the casino table or when making career choices. So our brains are not well calibrated for daring to change profession. We need to recognize that confusion is natural, and get ready to move beyond it.

2. Beware of personality tests

Many people are enticed by personality tests, which claim to be able to assess your character, and then point you towards a job that is just right for you. It’s a reassuring idea, but the evidence for their usefulness is flimsy. Take the Myers-Briggs Type Indicator, the world’s most popular psychometric test, which places you in one of sixteen personality types. Despite its ubiquity, the Myers-Briggs has been widely criticised by professional psychologists for over three decades, partly due to its lack of reliability. If you retake the test after five weeks, there is around a 50 percent chance that you will be placed into a different personality category than you were the first time.

Moreover, according to Marshall University psychologist David Pittenger, there is “ no evidence to show a positive relation between [a person’s Myers-Briggs] type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types.” He advises “extreme caution in its application as a counselling tool.”

So don’t let any anyone tell you what you can and can’t be on the basis of a personality pigeon-hole they want to put you in.

3. Aim to be a wide achiever, not a high achiever

For over a century, Western culture has been telling us that the best way to use our talents and be successful is to specialize and become a high achiever, an expert in a narrow field—say a corporate tax accountant or an anesthetist.

But an increasing number of people feel that this approach fails to cultivate the many sides of who they are. For them, it makes more sense to embrace the idea of being a “wide achiever” rather than a high achiever. Take inspiration from Renaissance generalists like Leonardo da Vinci, who would paint one day, then do some mechanical engineering, followed by a few anatomy experiments on the weekend.

Today this is called being a “portfolio worker,” doing several jobs simultaneously and often freelance. Management thinker Charles Handy says this is not just a good way of spreading risk in an insecure job market, but is an extraordinary opportunity made possible by the rise of opportunities for flexible work: “For the first time in the human experience, we have a chance to shape our work to suit the way we live instead of our lives to fit our work. We would be mad to miss the chance.”

Ask yourself this: What would being a wide achiever encompass for me?

4. Find where you values and talents meet

The wisest single piece of career advice was proffered 2,500 years ago when Aristotle declared, “Where the needs of the world and your talents cross, there lies your vocation.” And he would surely endorse contemporary research findings showing that those pursuing money and status are unlikely to feel fulfilled: the Mercer Global Engagement Scale places “base pay” as only number seven out of 12 factors predicting job satisfaction.

The best alternative, says Harvard’s Howard Gardner, is to find an ethical career, focused on values and issues that matter to you, and which also allows you to do what you’re really good at. That might sound like a luxury when there are long lines at job centers. But consider that in the 34 countries of the Organization for Economic Co-Operation and Development, the social enterprise sector, in which organizations strive not only to make profits but also to improve social and environmental conditions,is growing 250 percent faster than the rest of the economy.

So imagine yourself in three parallel universes, in each of which you can spend next year trying a job in which your talents meet the needs of the world. What three jobs would you be excited to try?

5. Act first, reflect later

The biggest mistake people make when changing careers is to follow the traditional “plan then implement” model. You draw up lists of personal strengths, weaknesses, and ambitions, then match your profile to particular professions; at that point you start sending out applications. But there’s a problem: it typically doesn’t work. You might find a new job, but despite your expectations, it is unlikely to be fulfilling.

Ask successful career changers how to overcome the fear and most say that in the end you have to stop thinking and just do it.

We need to turn this model on its head. As I explain in thisvideo, instead of thinking then acting, we should act first and reflect later by trying out jobs in the real world, for example by shadowing, interning, or volunteering, testing out careers through experiential learning. Laura van Bouchout gave herself the thirtieth birthday present of spending a whole year trying thirty different jobs—a kind of “radical sabbatical.” She was manager of a cat hotel, then shadowed an Member of the European Parliament, and found that working in advertising was unexpectedly exhilarating.

But don’t think that you have to resign on Monday morning to try this. Rather, you can pursue “branching projects”—what organisational behaviour expert Herminia Ibarra calls “temporary assignments”—on the side of your existing job. Disenchanted with banking? Then try teaching yoga or doing freelance web design on the weekends. Such small experiments can give you the courage to make big—and well-informed—changes.

Challenge yourself: What is your first branching project going to be? And what is the very first step you can take towards making it happen?

6. Discover a little madness

Changing careers is a frightening prospect: of those who want to leave their jobs, around half are too afraid to take the plunge. But ultimately, there is no avoiding the fact that it is a risk.

Ask successful career changers how to overcome the fear and most say the same thing: in the end you have to stop thinking and just do it. That may be why nearly all cultures have recognized that to live a meaningful and vibrant existence, we need to take some chances—or else we might end up looking back on our lives with regret.

“Carpe diem,” advised the Roman poet Horace: seize the day before it is too late. “If not now, when?” said the rabbinical sage Hillel the Elder. Personally, I like the way Zorba the Greek puts it: “A man needs a little madness, or else he never dares to cut the rope and be free.”

It is only by treating our working lives as an ongoing experiment that we will be able to find a job that is big enough for our spirits.

Roman Krznaric speaking at The School of Life

Roman Krznaric is the author of How to Find Fulfilling Work, published by Picador on April 23, and teaches courses on career change at The School of Life. His website is www.romankrznaric.com.

 

Posted by Shona Lockhart on 7th May 2013

Happiness at work: Applied Happiness

This great TEDxKC talk by Jenn Lim the CEO and Chief Happiness Officer of Delivering Happiness a company she and Tony Hsieh (CEO of Zappos) co-created to inspire happiness in work, community and everyday life.

Zappos.com built a  hugely successful brand and company through outstanding customer service and an unusual company culture, but even more inspiring is the fact that they succeeded in doing this by using happiness as a business model. Drawn by the notion that anyone can apply the science of happiness to work, communities and our everyday lives, happiness has become the organizing principle behind a new business and now, a movement.  Watch her fascinating TED talk and decide for yourself if she is worth listening to.

 

 

Posted by Shona Lockhart on 1st May 2013

Happiness at work: 80 ideas for a happier workplace

This great blog post by Henry Stewart of Happy Ltd. is full of practical tips for creating a happier workplace.

Front Cover of the Happy Manifesto

 

The Happy Manifesto sets out a vision of happier workplaces. It is based on what organisations might look like if how they were organised and managed was decided by the people who are managed.  What does this mean in practice? Here is a first draft of 80 or so ideas for people to try out.

Downloadable Version

80 Ideas 1.2

Ideas, thoughts, comments, suggestions very welcome. Check out the Happy Manifesto LinkedIn group or email me at henry@happy.co.uk. Also do checkout the LinkedIn discussion. Or download the Happy Manifesto:

Download Happy Manifesto

list version: 1.0

Basics

1.            Find a way to delight a customer today

2.            Find a way to delight one of your people today

3.            Stop to say hello to colleagues and get to know them better

4.            Find ways to make working together more fun and sociable

Trust your people

5.            Pre-approve: A new approach, a problem to solve – get an individual or group to find a solution and then implement it without checking back with you

Pre-Approve It! — Delivering Happiness                    

6.            Don’t approve things: And resist the temptation to “improve” your people’s ideas

7.            Give people the freedom to choose their own paths to achieving results

8.            Ensure there are clear principles to work within

9.            Ensure there are clear objectives to work towards & people feel they own them and are fully accountable for them

10.          Once they have job ownership, hold people to account & be tough with underperformance

11.          Help your people set up regular feedback, from the customer

12.          Get managers to step out of the way

13.          Stop telling people what to do

14.          Pass the knowledge on to your people, so they don’t need things approved

15.          Have your people write their own job descriptions

16.          Let people choose their own job title (or abolish job titles altogether)

17.          Encourage disobedience

18.          Give full power and responsibility to front-line staff to change anything that is wrong

19.          Let people spend 10% of their paid time doing something of their own initiative (Google: 20%)

20.          Take real responsibility in your job. Lead beyond your authority

21.          Peer appraisal: have every person appraised by their peers, their fellow workers. (You survive and prosper by what your colleagues think of you)

22.          Set any rules for the 98% trying to do a good job, not the 2% who aren’t

23.          Let people decide their own salaries (Semco)

24.          Let people choose which two colleagues should assess their salary (St Lukes)

Make your people feel good

Focus On Making Your Staff Happy — Delivering Happiness

25.          In every interaction with others, make it a goal to leave them feeling good

Why Getting Personal Works At Work — Delivering Happiness

26.          Don’t treat people as you would want to be treated, treat them as they would want to be treated (especially if you are a manager)

27.          Give your people £25 each (or even just £10) to make the office better in some way

28.          Allow everybody to spend £100 (or even £500), without needing approval, to make something better for a customer

29.          Spot somebody doing something well and tell them

30.          Thank two people today

31.          Make it the key role for management to make people feel good about themselves

32.          Smile!

33.          Find opportunities to laugh together

34.          Surprise people with cakes or ice cream

How To Treat Employees At Work — Delivering Happiness

35.          Make the focus of your managers to serve their people

36.          Redraw your organisation chart as an upside-down pyramid: Put the managers at the bottom and the front-line staff at the top

37.          Reward and promote as much on how supportive and helpful people are, as on their ability in their core job

38.          Make appraisals something supportive, that people look forward to

39.          Help your people find a real challenge, and support them to achieve it

40.          Create a quiet space, where an individual’s presence is trusted, respected and allowed to just be for a while.

41.          Pause and look up and recognise the beauty around us

42.          Ask your people what would make them happier. Then enable it.

43.          Make a habit of noting good things that happen each day

Be open and transparent

44.          Err on the side of sharing more information than people need

45.          Make all information in the organisation available for everybody to see (excepting only the really personal stuff)

46.          Especially make the finances open, and train people how to understand them

47.          Make salaries open and transparent too, so your people can see what everybody earns

Recruit for attitude, train for skill

48.          Forget the qualifications, check the ability instead

49.          Ban the use of non-specific qualifications in recruitment (eg, “must have a degree”)

50.          Test their ability to do the job, not their ability to talk about doing the job

51.          Involve the people they will work with in the recruitment. Get buy-in before they start. Get them to spend a day in the office, and get the people they will work with to decide whether to appoint (Pret)

52.          Especially for managers, have them principally chosen by the people they will manage

53.          Let your people leave well, help them find a new job and leave them feeling good

54.          Look for the potential in all your people, even the lowest paid

Celebrate mistakes

55.          Ensure there is no blame for trying something new and messing up

56.          Make a point of warmly praising/celebrating when people own up to things that went wrong

57.          Hold a staff meeting where everybody declares a mistake they’ve made, to cheers from everybody else.

58.          Be prepared to say “I got it wrong. That was my fault”

59.          Create environments where people can experiment, try new things and succeed or – safely – fail

Community: create mutual benefit

60.          Ensure your organisation has a purpose beyond profit

61.          Create an environment where people feel really proud to work there.

62.          What skills and resources does your organisation have, that could bring real benefit to others?

63.          Check everything your organisation does, not just the 1% to charity, against the benchmark of whether it helps society

64.          Pay your suppliers early, especially the sol traders and small businesses

65.          Reduce your environmental impact, a little more each year

Love work, get a life

66.          Set an example of working to your hours, and taking time off

67.          Help your people work to their hours and avoid a long hours culture. Your customers want your people relaxed, well rested and nourished

68.          Equip and help people to work at home, if they want to

69.          Get great at helping people measure their productivity, so they are judged on what they produce not the time spent producing it

70.          Remember that people’s best ideas rarely come at the office, help them have wide experiences

71.          Let your people work out the way of working that suits them, agreed with their colleagues

72.          Help your people find ‘me’ time, to do what they really enjoy

73.          Give yourself ‘me’ time: what do you really enjoy doing?

Select who should manage people on the basis of how good they are at managing people

A Common Sense Approach to Management — Delivering Happiness

74.          Have every manager appraised by the people they manage

75.          Help people who want to, to become great people managers. Help those who don’t want to, to do what they are good at

76.          Find a way for some people to get promoted without having to manage people

77.          Encourage people to call meetings with managers when they want them, not the other way round

78.          Let people choose their managers

Let People Choose Their Managers — Delivering Happiness

Get people to play to their strengths

79.          Focus on developing your people’s strengths, more than addressing weaknesses

80.          Get people to spend their time doing what they are good at

henry@happy.co.uk

Useful Links

Action for Happiness on the route to a happier workplace

Happier workplaces are better for people and for business

Download the Happy Manifesto

Download Happy Manifesto

Great video from Shawn Anchor, author of The Happiness Advantage:

Shawn Anchor: The happy secret to better work | Video on TED.com

Article written by Henry Stewart

Posted by Shona Lockhart on 30th April 2013

 

 

 

Orla Kiely: How doing what you love can lead to global success

As a mosaic artist I have always loved colour and pattern and can happily spend many hours making mosaic patterns with tiles and plates.  I am always in “flow” when making mosaics but I am not giving up the day job yet as this love of pattern has always been an interest rather than a job.  It is fascinating to hear stories of people who manage to make a living doing what they love and Orla Kiely is a wonderful example of someone whose love of pattern has created a global empire.  The article below from The Times looks at a Day in the Life of the very talented Orla Kiely:

 

How did one simple print create a global empire?

The fashion and interior designer Orla Kiely, 49, has a queue of fans, including Kate Middleton. She talks about the secret of her succesS

The fashion and interior designer Orla KielyOrla Kiely was thrilled when Kate Middleton wore one of her designs (Chloe Dewe Mathews)

I’m out of bed by 6.45, and by 7.30, my husband, Dermott, my two teenage sons, Robert and Hamish, and Olive our labradoodle, are all up and having breakfast. By 8, the boys have left for school, the dog’s been out and I’ve had a coffee and yoghurt. Dermott, who heads up the business side to our company, does a lot of travelling, so he may have left, too. Once they’re all taken care of, I can have a shower.

I’m very much a dress person, so knowing what to put on is easy for me. My wardrobe always includes pieces from both our old and new collections, and I tend to wear a lot of cotton tops and woollens.

We live in a Victorian house in London, just south of the river, and our office is just around the corner. We have our own building with sales and production on the ground and first floors, designers on the second and accounts on the third.

I like to be in for 9 and will then make a cup of tea and sit with my design team so we can recap on what needs to be done. Right now we’re working on next year’s spring and summer collections. As with all of them, there are two starting points: a colour palette and a print.

A print often starts with a theme like transport or animals, and can have a playful edge. I love prints that are graphic, so shapes need to be simple, bold and clean. It means that what might look like a check pattern from a distance is really a small boat or a bird close up. One of the prints we had last year was of a dove which we used on a jacquard wool dress. We were over the moon when the Duchess of Cambridge chose it for one of her engagements.

Once we have a print, we can work on colour. To me, this is an emotional, instinctive thing, and I never get bored with it. I love earthy combinations like walnut brown and mustard yellow. I’m also drawn to opposites — navy and yellow, pink and green. In fact, I’m really into pinks right now; all those gorgeous tones, like peony, hibiscus, raspberry and bubble-gum candy — all of them are in our latest collections. And, of course, there’s nothing so bold and beautiful as a poppy red.

If Dermott’s in the office, we tend to have lunch together and either go to a cafe or pop home and have soup or a sandwich. Dermott and I have known each other since our student days in Dublin, where we grew up. I’m from the south side of the city, near Bray. I didn’t have a creative background, but my mother taught me how to knit and crochet, so I was always making things.

I never thought we’d have a print that was so instantly recognisable. It’s just wonderful

As a child, I also loved drawing and, with the encouragement of an art teacher at my convent school, I went on to study textiles at Dublin’s National College of Art and Design, and an MA at London’s RCA. Then, in 1995, having worked for a few fashion companies, Dermott and I decided to set up on our own. He had a business head, I’d a creative head; we thought we’d give it a go.

Every season, our aim is to develop at least seven or eight new prints — maybe four for our ready-to-wear pieces and three for our bags.

I confess, I’m quite picky, not happy until I feel every last detail is right. But we always know we have a finished print when we stand back and say: “Wow! That’s perfect.”

With our other collections, such as accessories and homewear, we rely on the recolouring of old prints such as our “stem” motif that now appears on everything from our cake tins to our wallpaper. I never thought we’d have a print that was so instantly recognisable. It’s just wonderful.

I try and finish in the office by 6.30, and once I’m home, I like to switch off and chat to the boys about their day and what they want to eat — maybe I’ll pop some fish or chicken in the oven. I love to potter around our kitchen. It has a bright green floor and reminds me of the olive green kitchen my mother had, which she daringly topped with a glossy orange ceiling — two colours I’m still drawn to now.

Before bed, I might crash out in front of the TV, especially if it’s one of my favourites like Corrie or Mad Men. Such is the pace of life that it’s good to just stop and reflect. I never really thought I’d be where I am now. Maybe there’s something to be said for taking just one step at a time.

 

Posted by Shona Lockhart on 17th April 2013

What is the work you can’t not do?

Henry David Thoreau – “Most men lead lives of quiet desperation and go to the grave with the song still in them.”

 

As we start to approach the end of 2012 many people are probably looking forward to a New Year and asking themselves whether they can face spending another whole year in a job which makes them feel as though they are living a “life of quiet desperation”.  If you are someone who has lost the passion for your work, but can’t figure out what you would like to do in the future you might like to take a look at this new TEDx video by Scott Dinsmore who created the website Live Your Legend.

How do you wake up feeling inspired every day?  How can you find the work that you can’t not do?  How can you encourage yourself to take the road less travelled?

Scott argues there is a 3 step framework for finding the answer to these questions:

1. Find your unique strengths. Use Strengthsfinder 2.0 as a starter.

StrengthsFinder 2.0

What is your framework for making decisions? What are your experiences and what have you learned from them? Who inspires you?  Who would you like to be like?  How do you define success for you?

 

2. Do the impossible.

There are 2 reasons people don’t do things: one is that other people tell you that it is impossible, the other reason is that you tell yourself it is impossible.  Everyone thought that is was impossible to run a 4 minute mile until Roger Bannister did this and suddenly many people managed to achieve the same thing.  Scott suggests setting yourself a physical challenge which you thought you could not do and the achievement of that challenge gives you the belief that you can achieve whatever you want.

3. Surround yourself by passionate people

“You are the average of the 5 people you spend most time with.” Jim Rohn

Don’t surround yourself with people who encourage complacency.  Surround yourself with people who inspire possibility.  You don’t necessarily need to change your goals sometimes you just need to change your surroundings. “When ordinary people do the extraordinary and you can be around that, it becomes normal.” argues Scott.

“First they IGNORE you,

Then they LAUGH at you,

Then they FIGHT you,

Then you WIN.”

Mahatma Gandhi

Take a look at Scott’s TEDx talk and see if it inspires you to find your true calling and happiness at work in 2013 and beyond.

 

How To Find And Do Work You Love: Scott Dinsmore at TEDxGoldenGatePark (2D)

 

Posted by Shona Lockhart 3rd December 2012