Many of us come to work and do two jobs.
One, we get paid for.
The other we do to survive. We spend time and energy looking good, making sure our boss and our colleagues like us, appreciate what we do, can see the value we bring. We spend time and energy hiding weaknesses, making sure any inadequacies are kept buried from view, protecting our vulnerabilities. We spend time and energy manoeuvring through the political and cultural slime of the organisation, hoping to escape its quicksand-like pull. We spend time and energy concealing mistakes, showcasing successes, managing and preserving our reputation. We spend time and energy on relationships that might protect us, on gangs, tribes and clans of people like us.
This second job gets a lot of attention, but largely goes unnoticed, because we all do it and we all conceal it. It’s like an unconscious game we all have to play, because anyone who doesn’t play may lose out.
What if our organisations were able to shift so that openly bringing our whole self to work was encouraged, so that mistakes, errors, weaknesses were seen as opportunities for learning and personal growth? Not learning to develop our weaknesses per se, but freedom to acknowledge them with equal weight to our unique abilities. Learning that we’re good, able, confident people really and learning that this ‘other’ job is directed at preserving a myth. The myth that we need to do that job at all.
We could all stop. All quit this second job. Together. Now.
This is an underpinning thought behind the concept of
the Deliberately Developmental Organisation here