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O P I N I O N
No one wants just a job, and no one wants to live in “quiet desperation.” As leaders, we can help employees sidestep burnout. Reaching our personal peak (Part 1)
A re you motivated to give more, grow, and prosper, but instead find yourself dreading Monday? What about your team? Neither of you are alone.
NEW ERA. Welcome to the New. The old ways are no longer working. Conventional thinking about work and life is not only ineffective today, it has resulted in damage and loss to both individuals and to organizations. There is a growing epidemic of burnout, disengagement, and missed opportunity in the workplace. More and more professionals and other high achievers are forced to live with frustration and untapped potential, while others are leaving or preparing to leave successful careers, to pivot away. Maybe it’s because work is consuming just too much time – leaving us with very little energy for other things. Maybe our careers don’t provide us the growth and excitement they once did. Or, maybe we are just at the point in life where we want more – greater meaning and purpose “Most people want more out of life today. It’s not just about comfort, satisfaction, or happiness.”
There’s an ever-increasing number of employees and high-achieving professionals who are unfulfilled, and it’s taking a toll on both life and business. No one wants just a job, and no one wants to live in “quiet desperation.” As leaders, we can change this. We just need to adjust our focus, see what’s new, and aim higher. DEEPER THAN A HEADLINE. Finding fulfillment at both work and in life is complex. It takes personal initiative, drive, and outside support. This four-part series is not intended to just inspire us to begin living a more full and focused life with the hope things will also change at work. This is written for leaders who care and want to win at the office, with their employees, and beyond. My goal here is to connect “work-life” dots so that leaders will be inspired to design systems and processes to transcend the status quo, and in the process become more relevant, effective, and successful.
Peter Atherton
See PETER ATHERTON, page 12
THE ZWEIG LETTER November 4, 2019, ISSUE 1319
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