A superb piece from Charles Duhigg about what leads to job satisfaction. Charles, a Pullitzer prize winner and the author of the brilliantly researched book – The Power of Habit, brings out the importance of meaning and purpose when it comes to our professional lives. “…a job is usually more than just a means to a paycheck. It’s a source of purpose and meaning, a place in the world”
“..One classmate described having to invest $5 million a day — which didn’t sound terrible, until he explained that if he put only $4 million to work on Monday, he had to scramble to place $6 million on Tuesday, and his co-workers were constantly undermining one another in search of the next promotion. It was insanely stressful work, done among people he didn’t particularly like. He earned about $1.2 million a year and hated going to the office.“I feel like I’m wasting my life,” he told me. “When I die, is anyone going to care that I earned an extra percentage point of return? My work feels totally meaningless.” He recognized the incredible privilege of his pay and status, but his anguish seemed genuine. “If you spend 12 hours a day doing work you hate, at some point it doesn’t matter what your paycheck says,” he told me. There’s no magic salary at which a bad job becomes good. He had received an offer at a start-up, and he would have loved to take it, but it paid half as much, and he felt locked into a lifestyle that made this pay cut impossible.”
So why do people even in such highly respected professions feel a constant sense of discontent? ”…the answer comes down to oppressive hours, political infighting, increased competition sparked by globalization, an “always-on culture” bred by the internet — but also something that’s hard for these professionals to put their finger on, an underlying sense that their work isn’t worth the grueling effort they’re putting into it.”
So what does bring fulfilment?
“…What’s interesting, however, is that once you can provide financially for yourself and your family, according to studies, additional salary and benefits don’t reliably contribute to worker satisfaction. Much more important are things like whether a job provides a sense of autonomy — the ability to control your time and the authority to act on your unique expertise. People want to work alongside others whom they respect (and, optimally, enjoy spending time with) and who seem to respect them in return.
And finally, workers want to feel that their labors are meaningful. “You don’t have to be curing cancer,” says Barry Schwartz, a visiting professor of management at the University of California, Berkeley. We want to feel that we’re making the world better, even if it’s as small a matter as helping a shopper find the right product at the grocery store. “You can be a salesperson, or a toll collector, but if you see your goal as solving people’s problems, then each day presents 100 opportunities to improve someone’s life, and your satisfaction increases dramatically,” Schwartz says.
One of the more significant examples of how meaningfulness influences job satisfaction comes from a study published in 2001. Two researchers — Amy Wrzesniewski of Yale and Jane Dutton, now a distinguished emeritus professor at the University of Michigan — wanted to figure out why particular janitors at a large hospital were so much more enthusiastic than others. So they began conducting interviews and found that, by design and habit, some members of the janitorial staff saw their jobs not as just tidying up but as a form of healing. One woman, for instance, mopped rooms inside a brain-injury unit where many residents were comatose. The woman’s duties were basic: change bedpans, pick up trash. But she also sometimes took the initiative to swap around the pictures on the walls, because she believed a subtle stimulation change in the unconscious patients’ environment might speed their recovery. She talked to other convalescents about their lives. “I enjoy entertaining the patients,” she told the researchers. “That is not really part of my job description, but I like putting on a show for them.” She would dance around, tell jokes to families sitting vigil at bedsides, try to cheer up or distract everyone from the pain and uncertainty that otherwise surrounded them. In a 2003 study led by the researchers, another custodian described cleaning the same room two times in order to ease the mind of a stressed-out father.
To some, the moral might seem obvious: If you see your job as healing the sick, rather than just swabbing up messes, you’re likely to have a deeper sense of purpose whenever you grab the mop. But what’s remarkable is how few workplaces seem to have internalized this simple lesson. “There are so many jobs where people feel like what they do is relatively meaningless,” Wrzesniewski says. “Even for well-paid positions, or jobs where you assume workers feel a sense of meaning, people feel like what they’re doing doesn’t matter.” That’s certainly true for my miserable classmate earning $1.2 million a year. Even though, in theory, the investments he makes each day help fund pensions — and thus the lives of retirees — it’s pretty hard to see that altruism from his window office in a Manhattan skyscraper. “It’s just numbers on a screen to me,” he told me. “I’ve never met a retiree who enjoyed a vacation because of what I do. It’s so theoretical it hardly seems real.”
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