PROGRESSIVE IMPACT

I often hear people tell me that they feel their work is getting in the way of their life. And they’re only partly joking. In fact, several recent research studies find that the workplace is pretty unpleasant for many people. Large numbers of men and women are severely stressed or depressed at work, often to the point of being unable to function and becoming sick, emotionally or physically. The numbers are at the highest levels, ever. Conventional explanations point to career uncertainties in today’s economy, or heavy workloads. Those are obvious contributors, but I think such explanations miss a deeper, more systemic problem that’s pervasive throughout the workplace culture of most organizations today.

In brief, it’s that management practices, the workplace relationships that result from them, and the overall business model is stuck within a 20th century mindset and worldview. And that’s dysfunctional in today’s world of chaos, interdependency, and transparency. Today, collaboration and openness are essential for generating and sustaining success, both in work and in life outside of work. The new world environment includes clear shifts in what people look for and want from their careers; and from the organizations to which they’ll commit their creative energies. These new realities are pushing companies to transform how they do business and how they treat people working within them. The push is towards supporting new learning, creative innovation, and long-term vision that promotes sustainability as well as contributes to greater well-being via the product or service.

What Happens At Work

With those emerging shifts in mind, some of the new findings shed light point to what may help support these transformations in people’s life at work and within business leadership. Consider a new survey from the consulting firm rogenSI. It reports that about 25% of the global workforce is depressed. The primary source is Read more…

Midlife Conflict and Renewal, Psychological health in a post-globalized world, Work & Career "4.0" career development, career dissatisfaction, inner life, psychological health, stress, workplace conflicts

A recent study reported that “nice guys” who are “agreeable” achieve less success in their careers than those who are more rude, dominating, aggressive, hostile and dismissive of others. But is that so? I think the researchers’ findings reflect some confusion about the traits and behavior that underlie the most productive and successful careers and companies in today’s evolving workplace.

A team from Cornell’s School of Industrial and Labor Relations, Notre Dame and the University of Western Ontario conducted the study. They surveyed people’s self-reported descriptions of their level of “agreeableness.” The researchers found that men who rated themselves “highly agreeable” earned less money than men who described themselves as less so — on average, about 18 percent less annually. The gap was found among women as well, but to a lesser degree. Regarding these findings, one of the study’s co-authors, Beth A. Livingston, concluded that “Nice guys are getting the shaft.”

But how, exactly, did the researchers define “nice” or “agreeable” in the study? Moreover, it’s notable that defined “success” solely in terms of income, and that may not be the criteria that everyone uses — especially since the post-2008 crash.

The researchers asked the participants to rate themselves along several related dimensions, such as “agreeable” vs. “quarrelsome;” “difficult” vs. “cooperative;” and “stubborn vs. flexible.” One problem with this is Read more…

Psychological health in a post-globalized world, Work & Career "4.0" career development, careers, new business model, psychological health, resilience, workplace conflicts

• A large trade association is stung by accusations from staff that it practices racial and sexual bias. Anger and resentment erupt when a senior VP is threatened with a lawsuit.

• A public interest organization engaged in social justice advocacy is confronted with staff allegations of hostile, abusive management practices. “We’re all committed to our mission,” its director tells me, “so we shouldn’t be having these kinds of problems.”

• A humanitarian organization witnesses increasing dysfunction of a senior staff member. Management time is swallowed up trying to deal with the person’s declining performance, absenteeism, and erratic behavior toward coworkers. The CEO doesn’t know what to do. Fire the person? Get him help? He asks me, “How do we balance compassion for this person with our need to carry out our work?”

All organizations want to be successful, whether for-profit businesses or those in the non-profit world, large and small — such as trade associations, humanitarian government contractors, advocacy groups or government agencies. All of them grapple with new challenges emerging from our insecure and shifting economic, political and cultural environment. The later also includes growing workplace diversity and changing attitudes about career and leadership. But organizations in the nonprofit realm are especially vulnerable to problems like the examples above. That’s partly because  Read more…

Psychological health in a post-globalized world, Work & Career "4.0" career dissatisfaction, new business model, psychological health, workplace conflicts

In my previous post I described how abusive bosses and psychologically unhealthy management harm both employees and business success, and I explained that such behavior in the workplace is increasingly dysfunctional in today’s highly interconnected, interdependent economic and social environment. This follow-up piece offers some suggestions for dealing with such situations when you find yourself within them.

Many people struggle to find ways to better cope when subjected to unhealthy, abusive management. Often that means learning stress management techniques. They can be helpful, especially when you don’t think any alternatives exist. But ultimately, they aren’t enough. However, reframing how you envision your situation to begin with can open the door to proactive, positive actions in the situation you feel trapped in.

Cathy’s example contains some ways you can do that. She was at mid-level in her company and had a record of steady promotion. At one point, senior leadership in her area changed abruptly, and she was now reporting to a newly appointed boss. “I’m here to shake things up,” he told everyone when he took over. “Everyone’s job is on the line.”

Cathy’s assessment of her new boss was that he didn’t really know her area of expertise, nor was he very interested in learning about it. Nevertheless, he freely criticized her work. Moreover, he kept sitting on a promotion that she had been in line for.

It wasn’t just her: Her boss stirred up much resentment among others because of his arrogant, controlling, dismissive style. When Cathy researched something he had requested and presented it to him, he exploded, Read more…

Midlife Conflict and Renewal, Psychological health in a post-globalized world, Work & Career "4.0" career dissatisfaction, careers, flaws in love relationships, psychological health, stress, workplace conflicts

“This company values incompetence,” he continued. “That’s the real problem. That shows you how screwed-up it is. But they’re telling me that I’m the problem! That I need help? It’s the people upstairs that need it!” He shook his head in dismay.

Sound familiar? People like Ralph are all too common in companies today. He illustrates just one type of abusive boss, often part of an overall unhealthy management culture that takes an enormous toll on both workers and business success.

In this post I describe some examples of that toll in today’s workplace culture and point towards some ways to deal with them — ways that require something different from the usual coping and stress management strategies.

You might guess, correctly, that Ralph was oblivious to the fact that his description of others was how his co-workers and subordinates described him. One of his colleagues had e-mailed him after their last encounter, saying “If you ever set foot in my office again, I’ll throw your ass right out the window.” Ralph dismissed that with a wave of his hand, saying, “That’s typical – he’s threatened by me because he knows I’m leagues beyond him. Always have been.”

Ralph is a senior executive and, in fact, a high-level performer in his company. But his abusive management and poor relationships were generating a growing chorus of complaints. To its credit, his company wanted to salvage rather than fire him, and offered him an executive coaching program. But Ralph saw this as punishment.

Of course there are psychological roots to behavior like Ralph’s. But that doesn’t matter much to the people who have to deal with the consequences on a daily basis. Read more…

Psychological health in a post-globalized world, Work & Career "4.0" career development, career dissatisfaction, careers, resilience, stress, workplace conflicts

The latest “sex and power” scandals flashing across the media in the last few weeks underscore just how commonplace, even repetitive, they’ve become. Some are new, like the sexual assault charges against former IMF President Dominique Strauss-Kahn, or Arnold Schwarzenegger’s revelation that he had fathered a child with a former member of the household staff. Some are recycling, like John Edwards’ indictment or Newt Gingrich’s presidential aspirations, which revive memories about his lying about an affair while impeaching President Clinton for lying about an affair.

The list goes on, the latest being the Anthony Weiner’s “rolling disclosure” episode. The Washington Post recently compiled may of the scandals into a nice summary – for those who are interested in keeping track.

But I think this steady stream of sex-related scandals is just the most titillating and graphic part of something more widespread and troublesome in the lives of many men and women today: the gap between people’s public lies and private truths.

That is, many people live with contradictions between their inner lives (the truths about their desires, emotional experience, self-image and ideals) and what they do with those truths behind the scenes, hidden from view (their private selves), and the lives they conduct publically, in their career paths, their relationships with their families or others they deal with and the positions they espouse or advocate (their public selves).

Public lies that contradict private truths have been part of our culture for some time. But in my work with people over the last few decades, I’ve seen it grow more rapidly since 9/11 and the economic/political events of the last few years. As I reflected on the reasons for this gap, how it damages people and our society, Read more…

Midlife Conflict and Renewal, Politics, Psychological health in a post-globalized world, Work & Career "4.0" career dissatisfaction, inner life, Politics, psychological health, purpose, resilience, social responsibility, workplace conflicts

As the 52 year-old man entered my office one afternoon, he asked, plaintively, “How do you start over when you can’t start over?”

He had just been let go by his company; he was devastated and frightened about the future. Despite a successful corporate career, he had no prospects in sight, and his wife’s income wasn’t enough to support the family — especially with a daughter in college and a son headed there next year.

He’s one of a rising number of people who’ve been hit hard by the recession in two ways: a forced “career transition” (the euphemism for firing), which is always difficult, and the emotional consequences of job loss, which are more severe in today’s world of uncertainty and insecurity about what the future holds.

Nevertheless, I think the career-related and emotional impact of the economic implosion could prove to be the best thing that ever happened for some people’s lives.

To explain, let’s look at the man I described above. Like so many others who’ve sought my help over the years, he had defined his worth, his value to others, his whole identity, through his career. Now he felt thrown out to sea, alone, not knowing how to “start over when you can’t start over.” In the years prior to the economic meltdown, he could have expected to land another position within a reasonable period of time. He’d probably be dealing with a manageable degree of anxiety.

But that was yesterday. The current economic recession is taking a severe emotional toll on many people: Increasing anxiety and depression, family conflicts and stress-related physical ailments. Moreover, the practical and mental health consequences of job-loss and job-seeking can be especially severe for midlifers. In fact, many are considering the possibility that they may never work again.

So how can I say that this situation could be the best thing that ever happened to someone? It’s because I’ve found Read more…

Midlife Conflict and Renewal, Psychological health in a post-globalized world, Work & Career "4.0" career development, career dissatisfaction, inner life, midlife, psychological health, purpose, resilience, stress, workplace conflicts

I often hear the following laments from younger and older careerists — about each other:

Younger workers: “These older people just don’t get it. They expect us to just fall into line, follow bureaucratic rules, and they don’t show us respect for what we know or what we can do.”

The older workers: “These young people just don’t understand how to function within an organization. They want recognition, promotion, everything before they’ve earned it, step-by-step, like we had to do. That’s not how reality is.”

They remind me of a couple who said about each other, “It’s not that we see things differently. It’s worse than that: We’re seeing different things!”

In a way, they are. Different career orientations are like lenses through which you view the world. In my recent post on the rise of the 4.0 career, I wrote that this shift is most visible among Generation X and Generation Y workers, but that it’s a broader movement as well, originating with baby boomers and the 60s generation who are now moving through midlife. But as the 4.0 career orientation grows, it’s also spawning the above differences in perception. In this post I describe the younger generation’s contribution to the 4.0 career transformation. It began before the economic meltdown and will continue to have an impact on organizations and personal lives in the years ahead, post-recovery.

To recap a bit, what I call the 4.0 career orientation includes but extends beyond the 3.0 career concerns that emerged in the last 20 years. The latter are about finding personally meaningful work and seeking a good work-life balance. In essence, the 3.0 careerist is focused on self-development. In contrast, the 4.0 orientation includes but also moves beyond those more personal concerns. It’s more focused on having an impact on something larger than oneself, contributing something socially useful that connects with the needs of the larger human community. The vehicle is opportunity for continuous new learning and creative innovation at work. The 4.0 orientation links with the movement towards creating successful businesses that also contribute to the solution of social problems. Read more…

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The following is a guest post by Tijana Milosevic, a Belgrade-based freelance writer. Before returning to Serbia, Tijana received an MA degree from the School of Media and Public Affairs at the George Washington University in Washington DC and worked with various public diplomacy and international communications organizations in Washington. She currently lectures in media psychology and media research at Singidunum University for Media and Communications in Belgrade. Tijana was trained with the Radio Free Europe in Washington and BBC World in London. She is also the recipient of the Goldman Sachs Global Leaders Award and numerous Open Society Institute scholarships. tijana.milosevic@gmail.com

Coming from Serbia — a country of six million in Eastern Europe that once belonged to a larger, war-torn entity called socialist Yugoslavia — I wasn’t fully aware of the notion of “career anxiety” when I came to Washington DC for my MA degree. Until one evening, that is, at the very onset of the school year.  A colleague of mine who was just turning twenty-seven raised his glass and voiced his fear: “Twenty-seven: no serious job and no stable career track.”

I was twenty- three at the time and could not comprehend why anyone would be obliged to have a “career track,” let alone a stable one, especially at (what I saw as) the tender age of twenty seven. In fact, I had never entertained the concept the way my American friends were referring to it.

While many Americans move out of their homes when they’re 19 to hit college, the East- European model is quite different.  Countries are smaller, and if there’s any migration it is directed typically towards the capital, so young people continue to live with their families through college. Because of high unemployment rates and poor standard of living, they aren’t expected to become financially independent, and many depend on their parents well into their late twenties or even early thirties -without a sense of shame that such state of affairs entails in the US. These factors reduce the relevance of what Americans often describe as “the treadmill feel”- an almost compulsive desire for continuous promotions, financial gains, followed by a rise in social status, and an increasing social anxiety.

In societies that are similar to mine, the American model is looked down upon as “harsh capitalistic,” “individualistic” and above all “alienated,” as American parents are not perceived to provide enough financial and emotional support for their children. In fact my family and friends had observed that I shouldn’t have chosen America, since I would probably feel better in Western Europe – where life is not as fast paced as in the US and capitalism still has a “human face.”

For example, Americans still work nine full weeks (350 hours) longer than West Europeans do and paid vacation days across Western Europe are well above the US threshold. The French still have the 35 hour working week, while the hourly productivity is one of the highest in the world. On the other hand, in the US an increasing popularity of employment therapy suggests that a high-paying job still comes first, as job issues “have a huge mental health component,” and therapists emphasize the importance of “toxic co-workers and the ramifications of massive layoffs.”

Numerous writers have outlined the dangers of isolation and careerism in the American society. In her famous work “Eichmann in Jerusalem,” Hannah Arendt equates careerism with lack of thinking that led to Holocaust: “what for Eichmann was a job, with its daily routine, its ups and downs, was for the Jews quite literally the end of the world. Genocide […] is work. If it is to be done, people must be hired and paid; if it is to be done well, they must be supervised and promoted.”

In Serbia even young and busy corporate-minded career professionals do not have to mark their calendars to meet with close friends.  One can always find the time for a spontaneous chat over coffee. Still, this laid back culture is now beginning to change with an increasing development of free market capitalism.  I still remember how strange it felt when I first came to DC and had to schedule coffees and lunches with people weeks or even months in advance. I found it odd that people rarely picked up the cell phone (which, granted, could be merely my personal experience, although many Americans confirmed it!) and would often leave the time and date of the call in their voicemails, which implied the other person might not get back to them in a while. I also came to discover that what Americans often referred to as “friends,” people from my region would prefer to call “acquaintances.” The term “friend” cannot be reserved for someone you meet once in a couple of months and do not know well enough to open up to.

Those experiences bring to mind a memorable line from from “Eat, Pray, Love,” a biographical story recently turned into a Hollywood blockbuster starring Julia Roberts: “You Americans know entertainment but you do not know how to enjoy yourselves,” Roberts plays a successful thirty-something American who decides to embark on a soul-searching trip to Italy, India and Bally after realizing her job, husband and newly bought house are not what she really wanted from life. Perhaps that’s a superficial take on what many would describe as an equally superficial Californian trend to “do something spiritual,” but the above quote shows there’s something to the American career frenzy that remains unique to the United States. The opportunity cost for “dolce far niente” or “the joy of doing nothing,” runs high.

Reflecting on this, I ran into an interesting take on “Eat Pray Love” by a 23-year old blogger: “We are not sympathetic to spiritual personal crises anymore. If you want to have an emotional breakdown about something, you better have a logical, elaborate and secular reason; otherwise you will be dismissed as whiny, annoying and laughable.” I wonder if her comment has to do with the lack of experience or the possibility that the generation entering the work force will not have an adequate justification for its desire to escape the treadmill feel– amidst all the superficial takes on this complex topic.

Modern Love, Sex & Relationships, Psychological health in a post-globalized world, Work & Career "4.0" career development, career dissatisfaction, careers, gen x, gen y, global citizen, inner life, psychological health, workplace conflicts

Even in the midst of our economic disaster that’s hitting all but the wealthiest Americans, a transformation is continuing within people’s orientation to work. I call it the rise of the 4.0 career. 

This growing shift concerns how men and women think about and pursue their careers. It also defines the features of organizations that they want to work for and commit to. This shift that I describe below transcends its most visible form: Generation X’s and, especially, Generation Y’s attitudes and behavior in the workplace. Those are part of a broader shift whose origins are within men and women at the younger end of the baby boomer spectrum.

I first encountered this while interviewing yuppies (remember them?) in the 1980s for my book Modern Madness, about the emotional downside of career success. I often found that people would want to talk about a gnawing feeling of wanting something more “meaningful” from their work. They didn’t have quite the right language back then to express what that would look like other than feeling a gap between their personal values and the trade-offs they had to make to keep moving up in their careers and companies. The positive ideals of the 60s seemed to have trickled down into their yearnings, where they remained a kind of irritant.

Flashing forward 25 years, those people are now today’s midlife baby boomers. Their earlier irritation has bloomed into consciously expressed attitudes and behavior that have filtered down into the younger generations, where they’ve continued to evolve. Today, they’re reshaping how people think about and pursue their careers within today’s era of interconnection, constant networking and unpredictable change.

I’ll oversimplify for the sake of highlighting an evolution of people’s career orientations:

Career Versions 1.0, 2.0, 3.0… And The Emerging 4.0

The 1.0 career describes  Read more…

Midlife Conflict and Renewal, Psychological health in a post-globalized world, Work & Career "4.0" career development, career dissatisfaction, careers, global citizen, midlife, new business model, psychological health, purpose, social impact, social responsibility, sustainability, workplace conflicts

“What Happened To My Mental Health?”

In Part I of “Becoming Sane in a Turbulent, Interconnected, Unpredictable World,” I wrote about why you need a new kind of emotional resiliency for success and well-being in today’s world.  Here, I’ll extend those thoughts about resiliency to psychological health in general.  Just as we need to redefine resiliency, I think we need to reformulate what a psychologically healthy adult looks like in this transformed world.  Here are my ideas about that:

Throughout most of the last century, adult psychological health has been largely equated with good management and coping skills: Managing stress within your work and personal life; and effective coping with or resolution of whatever emotional conflicts you brought with you into adulthood – and we all bring along some.

So, in your work that might include being clear about your career goals, and working your way up a fairly predictable set of steps to achieve power, recognition and financial success – all the things that we’ve equated with adult maturity and mental health.

At home, it would mean forming a long-term relationship that withstands the power struggles and other differences that often lead to affairs or even divorce.  You would assume that the healthy adult doest that via compromise at best, or disguised manipulation at worst.  In addition, you would accept “normal” decline of intimate connection and vitality over time.

But the fallout from the worldwide upheaval over the last few years have turned all those criteria of health upside down.  To be clear, it’s important to be able to manage conflicts that could derail your career or personal life.  But doing that isn’t enough to ensure future success, sanity or well-being in this turbulent and highly interdependent world we now live in.

Massive, interconnected forces within this globalized, unpredictable world add a host of new emotional and behavioral challenges to living a psychologically healthy, well-functioning and fulfilling life.

I deal with the fallout almost daily: People who’ve functioned pretty well in the past, but now feel as if they’re standing on tectonic plates shifting beneath them. Despite their best efforts, they struggle with mounting anxiety about the future of their own and their children’s lives, and confusion about their values and life purpose.

There’s the former Wall Street financial executive who told me he’d always defined himself by “making it through the next end zone” in his career, working long hours to ensure financial success. Now, as his company – and career – crumbled, he found that in addition to sacrificing time with his family, he had sacrificed his health: He has diabetes and high blood pressure. “Kind of a reverse ‘deal-flow,’ ” he lamented to me.

And the management consultant, pressured to ratchet up her travel to keep her career on track. “I’d been coping with everything, I thought,” she told me, “though I don’t like needing Zoloft to do it.” Instead of her career becoming more predictable as she gained seniority, her career propelled her into an even wilder ride. “Now I don’t have enough time for my daughter or my husband,” she said. “What kind of life is this? . . . My husband’s checked out, emotionally. And what am I teaching my daughter?”

Or the lawyer, who’d prided himself on “eating what I kill, and I’m a good killer.” He told me he has “more money than I ever dreamed of,” but also says that, “secretly, I hate what I do for a living.” But what’s the alternative, he asks, without “looking like a dysfunctional failure if I opt out?” After a failed marriage, he entered therapy and had begun to realize how his father’s unfulfilled dreams of “success” have impacted his own life — when suddenly his father died. “I’m in a tailspin,” he says; depressed and confused about what his own purpose in life is.

All of these people were on the kinds of life paths they expected would bring them predictable rewards. But counting on that linear upward climb is now hazardous to your mental health.

In fact, following that old path can make you more vulnerable to Read more…

Climate Change & Green Business, Midlife Conflict and Renewal, Modern Love, Sex & Relationships, Psychological health in a post-globalized world, Work & Career "4.0" anxiety, career development, careers, climate change, globalization, interconnection, psychological health, recession, resiliency, social responsibility, sustainability, workplace conflicts

You may not realize it, but a great number of people suffer from EDD.  And no, I don’t mean ADD or ED. It stands for “Empathy Deficit Disorder.”

I made it up, so you won’t find it listed in the American Psychiatric Association’s Diagnostic and Statistical Manual of Mental Disorders.   Given that normal variations of mood and temperament are increasingly redefined as “disorders,” I’m hesitant to suggest adding another one. But this one’s real.  It’s based on my decades of experience as a business psychologist, psychotherapist and researcher, from which I’ve concluded that EDD is a pervasive but overlooked condition. And it has profound consequences for the mental health of individuals and of our society.

Our increasingly polarized social and political culture over the past year  has prompted me to post this — an expansion and revision of  an article I wrote for The Washington Post a couple of years ago about our nationwide empathy deficit.  It’s worse than ever, but ignored as a psychological disturbance by most of my colleagues in the mental health professions.

First, some explanation of what I mean by EDD:  People who suffer from it are unable to step outside themselves and tune in to what other people experience, especially those who feel, think and believe differently from themselves.  That makes it a source of personal conflicts, of communication failure in intimate relationships, and of the adversarial attitudes — including hatred — towards groups of people who differ in their beliefs, traditions or ways of life from one’s own.

Take the man who reported to me that his wife was complaining that Read more…

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Boredom at work can as stressful and damaging as overwork – perhaps more so.  Sometimes it creates embarrassing situations, as it did for Joel, a mid-level executive.  He felt so bored that he sneaked out of his office one afternoon to take in a movie.

When it was over, guess whom he ran into coming out of the same theater?  His boss.

“We know that 55 percent of all U.S. employees are not engaged at work. They are basically in a holding pattern. They feel like their capabilities aren’t being tapped into and utilized and therefore, they really don’t have a psychological connection to the organization,” said Curt W. Coffman, global practice leader at the Gallup Organization, as reported in the Washington Post. And Jean Martin-Weinstein, managing director of the Corporate Leadership Council, a division of the Corporate Executive Board Co., cited findings from a survey of 50,000 workers around the world who were asked questions such as: “Do you love your job? Do you love your team? Are you excited by the work you do every day?”  Thirteen percent came out saying no, no, and very much no.  “They are disaffected, because they are basically completely checked out from the work they do,” Martin-Weinstein said.

Employees who are better utilized are more fulfilled.  They work more productively.  For example, Read more…

Psychological health in a post-globalized world, Work & Career "4.0" boredom at work, career dissatisfaction, stress, workplace conflicts