Whatever is rightly done, however humble, is noble. (Quid’s recte factum quamvis humile praeclarum.) —Sir Henry Royce
Sometimes, on the road to where we are going or where we want to be, we have to do things that we’d rather not do. Often when we are just starting out, our first jobs “introduce us to the broom,” as Andrew Carnegie famously put it. There’s nothing shameful about sweeping. It’s just another opportunity to excel—and to learn.
But we are always so busy thinking about the future, we don’t take enough pride in the tasks we are given right now. Too often we phone it in, cash our check, and dream of some higher station in life. Or we think, This is just a job, it isn’t who I am, it doesn’t matter.
This is foolishness.
Everything we do matters—whether it’s making smoothies to save up money or studying for the bar—even after we’ve already achieved the success we sought. Everything is a chance to do and be our best. Only self-absorbed assholes think they are too good for whatever their current station requires.
Wherever we are, whatever we’re doing and wherever we are going, we owe it to ourselves, to our art, to the world to do it well. That’s our primary duty. And our obligation. When action is our priority, vanity falls away.
An artist is given many different canvases and commissions in their lifetime, and what matters is that they treat each one as a priority. Whether it’s the most glamorous or highest paying is irrelevant. Each project matters, and the only degrading part is giving less than one is capable of giving.
We will be and do many things in our lives. Some are prestigious, some are onerous, none are beneath us. To whatever we face, our job is to respond with:
- hard work
- helping others as best we can
We should never have to ask ourselves, But what am I supposed to do now? Because we know the answer: our job.
Duty is beautiful, and inspiring and empowering. Because all we need to do is those three little duties—to try hard, to be honest, and to help others and ourselves. That’s all that’s been asked of us. No more and no less. Sure, the goal is important. But never forget that each individual instance matters, too—each is a snapshot of the whole. The whole isn’t certain, only the instances.How you do anything is how you can do everything. We can always act right.
Most organizations, from tiny to huge, operate from the same perspective. As you add employees, there’s pressure to keep everyone occupied, to be busy. Of course, once you’re busy, there’s a tremendous need to hire even more people, which continues the cycle.When your overhead plummets, the pressure to take on the wrong jobs with the wrong staff disappears. Youʼre free to pick the projects that make you happy.
How many newly-minted college grads take the first job thatʼs “good enough?” A good enough job gets you busy right away, but it also puts you on a path to a lifetime of good enough jobs. Investing (not spending, investing) a month or a year in high-profile internships could change your career forever.Consider the architect who designs just a few major buildings a year. Obviously, he has to dig deep to do work of a high enough quality to earn these commissions. But by not cluttering his life and his reputation with a string of low-budget boring projects, he actually increases his chances of getting great projects in the future.We canʼt have everything. Weʼve tried and it doesnʼt work. What weʼve discovered, though, is that leaving off that last business project not only makes our profits go up, it also can dramatically improve the rest of our life.The opposite of “more” is not “less.” If we care enough, the opposite of more is better.
Nothing grows to infinity. Certainly no project or business or idea.
And saying, “as many as possible,” implies a series of trade-offs that you’re probably not actually interested in making.
One of the most important decisions we make is almost always made without thought, without discussion:
“How big do you want this to be?”
It’s a question that always gets in the way of,
“How good do you want this to be?”
To get bigger, the small business that’s based on the insight, energy and passion of a few people might have to dumb down. It has to standardize, itemize and rationalize, so that it can hire people who care a little less, know a little less and work a little less, because, after all, they just work here.
What if getting bigger isn’t the point? What if you merely got better?
Which means that in order to get bigger, the small businessperson sacrifices the very thing that brought in business in the first place.
Acknowledge your special sauce and hire people only when they help you do what you do best and uniquely. Don’t worry about replicating yourself, focus instead on leveraging yourself.
Scaling dehumanizes our efforts and ceases to make the difference that we seek to make in the world. Personalization makes things more human and helps form the trust. And, scaling is a hindrance to that.
“The biggest mistake most marketers make is “Not being human.” The problem is this: we’ve scaled the number of contacts, of patients, of Christmas card recipients, of Twitter followers, of email correspondents, of investors, of backers, of Kickstarter supporters, of readers, of correspondents, of co-workers, of… we’ve scaled it all.
And the one thing we can’t do is scale our ability to take time.
Companies worth billions in transportation without owning a single vehicle, and hospitality juggernauts that own no real estate. These companies thrive because they streamline one-to-one connections between customer and supplier.
Treat different people differently. You decided to get bigger, but you won’t be able to treat everyone the way you used to. That was your decision, and it’s one of the costs of bigger.
Treating different people differently is the only way you’ve got to be able to take your time with the few, because, alas, you can no longer take your time with everyone. And if you can’t live with that, get smaller!”
In a world of zero marginal cost, being trusted is the single most urgent way to build a business. You don’t get trusted if you’re constantly measuring and tweaking and manipulating so that someone will buy from you. most of the time when organizations start to measure stuff, they then seek to industrialize it, to poke it into a piece of software, to hire ever cheaper people to do it.
“I want Barnes and Noble to reorganize the store based on my needs for my visit – that’s what Amazon does.”– Seth Godin
The question we must ask is “If the number is hidden from the universe, would we still want to make it go up?”
Seth Godin, in his book, Linchpin, talks about the safety zone and comfort zone. More often than not we tend to mistake the comfort zone for the safety zone. It used to true, however, that doesn’t mean it will always be true.
This makes a great case for why emotional labor is what we are being paid for in today’s workplace. Even though emotional labor makes us feel uncomfortable, it’s the safest way to still have a paid job and make a difference.
All creatures need a shortcut because we don’t have time to reevaluate the safety of everything. So, in order to succeed, particularly for human beings, we need to build a comfort zone that matches the safety zone.Now, things that we feel comfortable aren’t safe anymore as they are going to make us unemployed. Whereas the things that are going to make us feel uncomfortable are actually safe. So, the safest thing we can do is to take a risk or whatever that feels like a risk and the riskiest thing we can do is to play it safe.Now, we get paid for emotional labor. If what you did today wasn’t hard then you probably didn’t create enough value because you probably didn’t expose yourself to enough risk and fear. If you have a job where someone is telling you exactly what to do they can find someone cheaper than you to do it.If you are standing still and the world is moving, you are actually losing ground.
While the world and the workplace are adapting and innovating at a lightning pace, the higher education system is not able to keep up. The current higher education system is one-size-fits-all, slow, and expensive. As a result, it puts pressure on companies to provide on-the-job training, increasing the cost to the company, while many employers no longer need any employees with higher degrees.
What we need is a customized education program that caters to individual needs based on competencies and interests. Just like how we have Software as a Service, it’s time we had higher Education as a Service.
Education as a Service should unbundle degree programs and curriculum. It cannot be the same for everyone; every student has different needs. Students should assess their current competencies, the skills required to get the job of their choice and work with the higher education organization on the resulting gap. All students should be able to earn credits quickly for existing knowledge and engage in deeper learning with new information valued in today’s corporate workplace. The class times become variable, set at a student’s pace to master the required skills. If done right, the student is a “customer for life” and continues to learn new competencies as their workforce evolves and demands it.
The content offered should regularly be updated, just like Software as a Service offerings, with a real-time connection with the corporate world and a perspective to train people to be successful in the face of uncertain situations. The offerings should teach agility and prepare the students for the constant changes they will face in the workforce. The offerings should also pair related content, like social skills and other soft skills to provide an education that is relevant today and will be of interest in dealing with unforeseen events in the future.
So, how is this different from the already existing traditional e-learning MOOC courses?
When learning is consumed in a completely self-driven and self-paced fashion, the retention and overall success rate are low. This is shown with the low completion rates for MOOC courses.
Success rates and retention improve when there is a social and collaborative component aligned to the student. This can be as simple as chatting with other students in a forum or other peer to peer learning techniques, or it can be via complementary live webcasts or virtual one-on-one office hours with an instructor.
Education as a Service needs to take the concept of MOOC and extend it into higher education by providing the content along with the social and collaborative aspects for increasing retention and success.
I was listening to the podcast on Deep Work by Cal Newport the other day when I got to know the concept of metric black hole in knowledge work.
The metric black hole is that there’s no established metric in knowledge work that measures adverse impacts of shallow work such as regularly checking emails and social media feeds and that weighs the benefits of deep work such as a constant focus on building something long-lasting. As a result, companies generally, tend to opt for and emphasize on the more convenient option, which is the shallow work.
This is completely contradictory to why organizations recruit knowledge workers in the first place. We recruit knowledge workers for the cognitive capital they bring in and by creating an environment where answering emails and attending back-to-back meetings is given more priority over deep work, we are not capitalizing on the rare and valuable skills of knowledge workers.
This could be a reason why millennials get bored and frustrated with their work in a short span of time and it need not be due to the sense of entitlement that they have as commonly accused.
So, what can we do about it? I would say, the employees must demand more productive environments if they think the existing conditions are not enabling them to perform at their fullest cognitive capability. They must explain the concept of deep work and also, suggest possible solutions that improve the working conditions. The employer must be receptive enough to understand the ideas and suggestions from the employees and be brave enough to make the change for a better working environment.