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Does It Really Matter if You Love Your Job?

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A lot of people say it doesn’t matter much if you love your job. If you do, that’s great — it’s a bonus. But the main purpose of a job is to put food on the table, and actually liking what you do is secondary.

This is actually bad advice. There are lots of reasons, but let me mention just one: if you don’t love your job, you risk being a poor steward.

I’m not talking here about people who have no choice in the matter. In the NT exhortations on work, slaves are the best example here. A slave had little or no control over his work, and Paul said “don’t worry about it — you are serving the Lord in what you do, and he values it and will reward you” (see 1 Corinthians 7:21; Colossians 3:23-24).

But we aren’t slaves, and we do have a choice in our work. This increases our responsibility to choose wisely. And it that choice in what we do for our work is a stewardship.

And here’s how that relates to why you should do your best to seek out a job you love (or, sometimes better, turn your job in to something you love most of the time): you will be more effective in your job if you love it.

We can, of course, work hard in jobs that we don’t love. But the extra effort, the mastery that takes us above and beyond and makes us maximally effective, is fueled by enthusiasm. To the extent that you lack this enthusiasm for the activities of your work, you will be less effective. You will not be able to stretch and push yourself and grow in your knowledge and skill as highly as you could otherwise.

Which means you will not be contributing as much as you could. Which is another way of saying: you won’t be making the difference you could and serving others to the extent that, perhaps, is truly needed. You will be leaving things on the table — things that could have benefited others, and wouldn’t have necessarily required much more from you because, after all, you have to work anyway.

I don’t necessarily want to say here that it is wrong to settle for a job you don’t love. But I do want point out that finding a job you love is not ultimately a matter of serving yourself. It’s a matter of serving others, because you will be more effective for the sake of others if, most of the time, your job is something you love.

Tim Keller on the Passion of An Entrepreneur

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Here is a short, good video of Tim Keller speaking on passion and entrepreneurship. Interestingly, he points out the the last of the seven deadly sins — sloth — doesn’t refer to laziness but rather passionless.

In other words, living a life without passion was traditionally considered to be one of the seven deadly sins.

(Sorry for not embedding the video — technical difficulties; the above link will take you right to it, though.)

A Better Answer to the Question "What is Your Greatest Weakness?"

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A common job interview question is “what is your greatest weakness?” (Or some variation of it.)

A common response is to answer in terms of what you are bad at or tend to overdo (but often trying to give it a positive spin by making it seem the flip-side of a strength!).

That’s an unnecessary and unhelpful route to go with that question. The reason is that it misunderstands the nature of a weakness.

A weakness is not what you are bad at. A weakness is any activity that drains you. Or, in other words, a weakness is any activity that depletes you.

Understood in this light, it is not simply the most honest thing to give a straight answer, it’s also the most strategic because you don’t want to have a job that calls upon your weaknesses primarily (for you will be unable to excel and will end every day drained). What you want to do with your weaknesses is make them irrelevant by managing around them. Adjust the position so it doesn’t generally require you to do what weakens you, for example. Or find a partner who is strong where you are weak.

Given these things, here’s an example of a good answer to the question: “What is my greatest weakness? A weakness is an activity that drains you. Understood in this light, one of my greatest weaknesses is falling behind on email. If I let my email go for a few days, I feel like I’m under a pile of nagging, unfinished tasks, and it drains my energy. [Then, you go to how you have addressed the weakness and make it irrelevant:] As a result, I have a daily process for getting my inbox to zero, and I make sure not to skip more than a few days unless circumstances really call for it. I find that as long as I make it a priority to keep my in box processed regularly (which I have a system for), I don’t have to deal with the sense of being drained from a collection of unprocessed and unknown emails.”

The Best Career Advice You Were Never Told

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The most effective people make career choices for fundamental reasons, not instrumental reasons.

That’s one of the key take-aways from Dan Pink’s excellent book The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need.

Dan Pink’s book is excellent on two counts. First, it presents the material in a creative and engaging way: the book is actually the first American business book in manga. I was slightly familiar with this approach because the resource team at DG worked with some people a few years ago to adapt some of John Piper’s content to a graphic novel format. Dan Pink has done the same thing here, except to teach career principles.

Second, the content is helpful — and counterintuitive. Here are the six lessons of the book:

  1. There is no plan.
  2. Think strengths, not weaknesses.
  3. It’s not about you.
  4. Persistence trumps talent.
  5. Make excellent mistakes.
  6. Leave an imprint.

If I can, maybe I’ll do a series that briefly covers each of these points.

For now, here’s some advice for those who aren’t sure what to do next: make your next choice for fundamental reasons, not instrumental reasons.

Here’s how Pink explains it (via one of the characters in the book):

You can do something for instrumental reasons — because you think it’s going to lead to something else, regardless of whether you enjoy it or it’s worthwhile.

Or you can do something for fundamental reasons — because you think it’s inherently valuable, regardless of what it may or may not lead to.

And the dirty little secret is that instrumental reasons usually don’t work. Things are too complicated, too unpredictable. You never know what’s going to happen [and note that this is biblical! Proverbs 20:24; 16:9; James 4; etc.]. So you end up stuck. The most successful people — not all of the time, but most of the time — make decisions for fundamental reasons.

They take a job or join a company because it will let them do interesting work in a cool place — even if they don’t know exactly where it will lead.

There’s the key idea. If you don’t know what you want to do next, do what you think is inherently valuable. You don’t need to know where it will lead. And, almost certainly, it will lead to someplace interesting, because, first, you already are doing something interesting (that was the point of your choice!) and, second, we are more effective when we are doing what we love to do.

And even if you do have a clear goal for where you want to end up (which is a good thing), don’t fall into the trap of thinking that you will best get there by making a bunch of instrumental choices to do things you don’t really want to do, but which will “keep your options open” and eventually let you get closer to your interests. This approach usually backfires. Instead, have your large goal, but stay open to seizing unplanned opportunities to help get you there, and along the way seek to follow the path of doing what you find inherently valuable.

Proposal for a Message at the 2011 Web 2.0 Conference

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This is a proposal I submitted for the 2011 Web 2.0 Conference. Though it was a secular conference, I submitted a proposal on how there is a biblical basis for web usability because it seemed that that topic would be of general interest. I’m posting it here as an example of doing public theology — that is, of seeking to bring a gospel-centered perspective on things into the wider culture in a (hopefully!) winsome, appropriate, and respectful way.

Description (65 words)

Website usability is not simply a good idea; there is actually a case to be made for it from the Bible. This transforms not only how we understand usability, but also how we understand all of our work. Now matter what your religious views, it is surprising (and helpful!) to see that the Bible has something to say about even the more sophisticated aspects of everyday life and work.

Full Description

The first principle for an effective content strategy is: have excellent content and make your site _usable_. You want users to think hard about your content–not about how to use your site.

But usability doesn’t only make your site better and more effective. There is also a case to be made for it from the Bible, because it is a way of serving your users.

This session will show how usable websites are an expression of the core biblical commandments to “love your neighbor as yourself” (Luke 10:27) and put others before ourselves (Philippians 2:4). Even for those who do not have religious beliefs, or who do not share a belief in the authority of the Bible, it can transform our work to see it not simply as a job or a way of making money, but also as a way of serving and doing good for others.

Secular thinkers such as Patrick Lencioni and Howard Schultz and even Tom Peters have long pointed out that work is not just about the work, but serving others and even uplifting the human spirit (see, for example, the beginning of Schultz’s latest book, “Onward: How Starbucks Fought for Its Life Without Losing Its Soul,” or the last chapter of Lencioni’s “The Three Signs of a Miserable Job” or Tom Peter’s discussion of “transcendence” in our work in “In Search of Excellence”). This session will show how these thinkers are echoing an even greater reality that is in tune with the worldview of the Bible itself. We will also make an application to exactly why usability is a matter of serving others well, and how understanding usability in this way motivates even greater excellence–for since excellence is hard work, it is ultimately only possible when we put others (in this case, the user) before ourselves.

Seeing these things is not only surprising and engaging in itself, but will also give those who attend a snapshot into the worldview of many of their own web visitors, as a majority of web users do have at least a loose religious affiliation and concern for spiritual issues.

Additional Information

The purpose of this session is not to persuade people about religion or create any controversy in any way at all. People can choose to believe what they want, and my aim here is not to address any controversial issues.

Rather, it is simply interesting and illuminating to see that the Bible has things to say about the everyday things we do in life–including really cool things like interactive design and making sites usable. Even (especially) people who have no religious viewpoints or do not hold to the Bible as a special book will find this session interesting as they see how a book that many in our culture _do_ hold in high regard has very engaging things to say about everyday life and the world of technology.

While the content of my session will be engaging and interesting and surprising, it will not be religiously controversial. The compelling and interesting thing is the fact _that_ the Bible has relevance to these things, and _how_ this is so. And that is broadly interesting and applicable. Additionally, this session will help meet the diversity value listed in the criteria by which sessions are selected, as it looks at web design from a unique perspective not typically addressed at the conference, while also shedding light for attendees into how many of their users think about the world (as 50% + of the population does at least have some lose religious affiliation).

Be a Resource, Not a Limiter

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The people that are most helpful in any organization are those who take initiative, rather than simply doing what they are told. What organizations need from their people is engagement, not mere compliance. (And, conversely, this is what makes a job most satisfying — being engaged, rather than simply seeking to comply).

This has implications for managers as well. If you manage in a certain way (namely, with a command and control focus), you incentivize compliance. But if you realize that management is not about control, but rather about helping to unleash the talents of your people for the performance of the organization, and that this comes from trusting your people and granting them autonomy, then you see yourself not as the “boss,” but as a source of help.

A manager is a source of help and a catalyst, not a limiter or controller.

Godin touches on this well in his recent post “Moving Beyond Teachers and Bosses“:

We train kids to deal with teachers in a certain way: Find out what they want, and do that, just barely, because there are other things to work on. Figure out how to say back exactly what they want to hear, with the least amount of effort, and you are a ‘good student.’

We train employees to deal with bosses in a certain way: Find out what they want, and do that, just barely, because there are other things to do. Figure out how to do exactly what they want, with the least amount of effort, and the last risk of failure and you are a ‘good worker.’

The attitude of minimize is a matter of self-preservation. Raise the bar, the thinking goes, and the boss will work you harder and harder. Take initiative and you might fail, leading to a reprimand or termination (think about that word for a second… pretty frightening).

The linchpin, of course, can’t abide the attitude of minimize. It leaves no room for real growth and certainly doesn’t permit an individual to become irreplaceable.

If your boss is seen as a librarian, she becomes a resource, not a limit. If you view the people you work with as coaches, and your job as a platform, it can transform what you do each day, starting right now. “My boss won’t let me,” doesn’t deserve to be in your vocabulary. Instead, it can become, “I don’t want to do that because it’s not worth the time/resources.” (Or better, it can become, “go!”)

The opportunity of our age is to get out of this boss as teacher as taskmaster as limiter mindset. We need more from you than that.

"My Boss Won't Let Me"

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Seth Godin, from Linchpin: Are You Indispensable?:

The single biggest objection to changing the way you approach your job is the certainty that your boss won’t let you do anything but be a cog.

Nine times out of ten, this isn’t true. One time out of ten, you should get a new job.

Let’s take the rare case first.

If you actually work for an organization that insists you be mediocre, that enforces conformity in all its employees, why stay? What are you building?

The work can’t possibly be enjoyable or challenging, your skills aren’t increasing, and your value in the marketplace decreases each day you stay there. And if history is any guide, your job there isn’t as stable as you think, because average companies making average products for average people are under huge strain.

Sure, it might be comfortable, and yes, you’ve been brainwashed into believing that this is what you’re supposed to do, but no, it’s not what you deserve.

The other case, though, is the common one. You think your boss won’t let you, at the very same moment that your boss can’t understand why you won’t contribute more insight or enthusiasm. In most non-cog jobs, the boss’s biggest lament is that her people won’t step up and bring their authentic selves to work.

Coughing is Heckling

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A good post from Seth Godin the other day.

I would add also — as Seth does — that silence can be heckling, too.

For example, with our 16-month-old, we know that if there are certain behaviors that he shouldn’t be doing, one strategy to root them out is to ignore them. The things that you ignore tend to go away. The things that you reinforce you tend to get more of.

The problem is that if you are silent about good things, you can end up (inadvertently) stamping them out as well. And not just with toddlers. Here’s how Godin puts it:

. . . Just like it’s heckling when someone is tweeting during a meeting you’re running, or refusing to make eye contact during a sales call. Your work is an act of co-creation, and if the other party isn’t egging you on, engaging with you and doing their part, then it’s as if they’re actively tearing you down.

This is one reason, I think, that the Bible is replete with passages to encourage one another and build one another up. We are to “consider how to stir up one another to love and good works” and “encourage one another” (Hebrews 10:24-25) and “speak only such as is good for building up, as fits the occasion, that it may give grace to those who hear” (Ephesians 4:29) and “encourage one another and build one another up” (1 Thessalonians 5:12).

If you aren’t actively building people up, there is a sense in which you may be inadvertently tearing them down. I don’t want to say that that is always the case, of course. But we should definitely be alert to the possibility that, sometimes at least, failure to encourage is to discourage. Our general bent toward one another should be to take every opportunity that we can (and makes sense) to build people up.

Here’s Godin’s whole post:

The other night I heard Keith Jarrett stop a concert mid-note. While the hall had been surprisingly silent during the performance, the song he was playing was quiet and downbeat and we (and especially he) could hear an increasing chorus of coughs.

“Coughs?,” you might wonder… “No one coughs on purpose. Anyway, there are thousands of people in the hall, of course there are going to be coughs.”

But how come no one was coughing during the introductions or the upbeat songs or during the awkward moments when Keith stopped playing?

No, a cough is not as overt or aggressive as shouting down the performer. Nevertheless, it’s heckling.

Just like it’s heckling when someone is tweeting during a meeting you’re running, or refusing to make eye contact during a sales call. Your work is an act of co-creation, and if the other party isn’t egging you on, engaging with you and doing their part, then it’s as if they’re actively tearing you down.

Yes, you’re a professional. So is Jarrett. A professional at Carnegie Hall has no business stopping a concert over some coughing. But in many ways, I’m glad he did. He made it clear that for him, it’s personal. It’s a useful message for all of us, a message about understanding that our responsibility goes beyond buying a ticket for the concert or warming a chair in the meeting. If we’re going to demand that our partners push to new levels, we have to go for the ride, all the way, or not at all.

Mortimer Adler on the Necessity of Hard Books

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Piper summarizes the case Adler makes for reading hard books:

In his classic, How to Read a Book [Adler] makes a passionate case that the books that enlarge our grasp of truth and make us wiser must feel, at first, beyond us. They “make demands on you. They must seem to you to be beyond your capacity.”

If a book is easy and fits nicely into all your language conventions and thought forms, then you probably will not grow much from reading it. It may be entertaining, but not enlarging to your understanding. It’s the hard books that count. Raking is easy; but all you get is leaves; digging is hard, but you might find diamonds.

Evangelical Christians, who believe God reveals himself primarily through a book, the Bible, should  long to be the most able readers they can be.

This means that we should want to become clear, penetrating, accurate, fair-minded thinkers, because all good reading involves asking questions and thinking.

In Order to Truly Encourage Someone, You Also Have to Pay Attention and Listen

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CJ Mahaney, from his book Humility: True Greatness:

Paul teaches us that encouragement is the effect of appropriate words — “as fits the occasion” (Eph 4:29) — appropriate to the person I’m seeking to serve.

To effectively encourage or edify a person I must know something about that individual, which comes through studying the person, asking questions, and carefully listening.

That’s what we’ll do if we’re trying to truly serve others with our words and not simply impress them. From what we learn about others, we’re able to answer this question: What do they need now? Is it counsel? Exhortation? Warning? Comfort? Forgiveness? All of the above?

And here’s a helpful expansion on what that looks like:

In 1 Thessalonians 5:14, Paul urges us, “Admonish the idle, encourage the fainthearted, help the weak, be patient with them all.”

So we have to walk carefully here. Are they weak? Because it would be unwise for us to admonish the weak, and just as unwise to help those who are idle.

So what is their present circumstance? Are they experiencing a test of adversity or a test of prosperity? What season of life are they in? No matter what their situation, there’s something we can say to bring them encouragement.