Much advice is given about ways of reaching satisfaction in life these days. Do we feel good in the morning when we get up? Are we convinced we are eating the right foods? Do we make enough money? All the things that spring from our satisfaction with how we’re doing in the job of living. It makes one wonder how much Cro-Magnon worried about job satisfaction.
A phenomenon of the modern age is our concern with job satisfaction. The equivalent of concern with how the hunt is going for me, or how the berry picking is working out for you. How excited are we to go in to work in the morning or afternoon or evening? How likely are we to want to just get up and leave? What’s in the evaluation this time? Am I doing this in the easiest, fastest way? I hope I did that well enough. It isn’t surprising. You spend a major part of your life engaged in whatever your work is, including time spent thinking about it. And when should you start to think about this? Or more importantly, when do you start to do something about it?
Well, here are some things to think about. Everyone connected with your work has an idea about what that work is and how it should be done, each has his or her own agenda which informs that tangential understanding of what you do or should be doing, and each has her or his own way of exerting influence on you involving your work. And then there’s you; you probably know what your work is and how you think it should be done, you have an agenda, and you have unique, and more or less effective, defenses against the negative influences of others.
Now take a minute and think: Who’s trying to influence your work, what are their agendas, and how are they trying to influence you? Influencers, beside yourself, may be people down the chain, such as customers, students and clients; they may be peers; they may be multiple levels of people up the chain, such as bosses, principals and parents; and they may be funding sources, such as government, stockholders and owners. Funding source agendas of course may be influenced by feedback from the bottom of the chain, such as sales figures, recovery rates and test scores. Yes, this is pretty much a graduate thesis research topic, except no one teaches this in grad school.
In the short run, try this. In the center of a blank piece of paper write what you really want from the work you do in your life. Think long and hard about this. Whatever this goal is, it is what you really should be living by. This is what you’re trying to do with your life. You should be able to say this to anyone who asks without hesitation, and be willing to stand by it. It doesn’t mean you should leave your job if your situation keeps you from achieving this goal, and you shouldn’t stubbornly follow your own lead to the point of getting fired. Cro-Magnons’ goal was to provide for their family and community. Hunting and berry picking weren’t their jobs, they were tasks necessary in completing their real work. If you don’t have the means to carry out your tasks, you won’t be able to complete your life’s work. This comes with the understanding of what makes a life’s goal that matters.
But first, let’s get back to your paper. On the bottom half of the sheet write all the events, conditions, people, etc. that can or do impact or influence against your achieving the goal of your life’s work. On the top half of the paper, write all the events, conditions, people, etc. that can or do impact or influence in favor of your achieving the goal of your life’s work. Some may be the same.
Now a cliché: know your friends, but know your enemy better. The people and things on both the top and bottom of your sheet you must know best of all, and make them your best friends. Ask their help and advice, and take it with an understanding of their agenda. Then leverage that understanding to influence them as a source of support and resource. Use the same Sun Tzu strategies on top, positive, influencers and bottom, negative, influencers. Understanding negative influence agendas and finding ways to at least appear to meet their demands, while continuing to work toward your life’s goal, dilutes and deflects the negative impact. Meanwhile, understanding your positive influence agendas lets you capitalize on cooperative return. Cooperative return occurs when you contribute to a joint effort or project and ultimately enjoy more return than your equivalent effort would have yielded had you worked alone. This calculus applies to goals as well, and helps us understand what makes a goal matter.
Goals that matter are not easy to set and not easy to reach. We know that goals ought to be challenging, but achievable, and rewarding but acceptable. Of these, reward is the most often short changed. Goals that matter are life goals, and they should provide a life-long reward. If the reward goes only to the goal seeker, in the form of money, praise or class standing, it generally is not as rewarding as one might expect, perhaps in part because the pursuit of the goal has now ended and the seeker is a little purposeless. If reward goes to the work of the goal seeker, the sense of reward may be even less satisfying. The work is done, the worker passes off the ball to someone else who runs the goal, and as with a reward for the worker, life goes on with no further life’s goal. A truly rewarding goal is one that is achieved ultimately. It requires continuous pursuit and earns ongoing reward. And that reward is almost always enjoyed by something larger than just the person doing the work. Truly rewarding goals make the home, the community, even the world better places. The life’s worker collects the cooperative return of living out life in a home or community or world made better by her or his having been part of it. This is why one’s life’s goal is so important to get right. It makes life what you do with it, not just what you get from it.
Your job satisfaction, I’m afraid, is going to have to be up to you to determine, because it will depend on what you choose for your real life’s work, not just your job.