What generates an enduring experience of meaning and satisfaction in our work is the sense that what we’re doing really matters — that we’re truly adding value in the world.
The universal fear that acknowledging our missteps will be read as weakness almost always turns out to mistaken. Far more typically, it increases trust — and makes us feel better about ourselves.
But how, I find myself wondering, can we justify asking people to work full time yet not pay them enough to buy food for their families, much less live a reasonably comfortable life?
For years, I’ve listened to chief executives of large companies pay dutiful lip service to concepts like corporate social responsibility, investing in the communities they operate in, treating employees as their most precious asset and living their values. Mostly, it comes off as so much canned p. . .
Instead, we too often view the opposite of “doing” as “not doing,” and then demonize inaction. In fact, good judgment grows out of reflection, and reflection requires the sort of quiet time that gets crowded out by the next demand.