August 18, 2011
From “Now What? Seven Differences between Truth and Error”
Chapter 3 The truth about one’s work: the difference between demands and distinction.
In our fast-paced world today, one’s work becomes one’s worth. This is very deceptive because we are more than our work in a sense that we have a heart, a mind and a will to be creative. One’s work when it is done out of duty becomes dull and kills all creativity. We are bombarded by demands of work and we want distinction because of our job well done. This is the drive that always put us in the rat race. We want to have instant results and we demand these from others. Too much demand will bring our energy down. Too much distinction will bring our energy so high that we become prideful and eventually our downfall. Balance is always the key to a lot of successful individuals in our world today. Those who can “balance” daily demands with equal amounts of being recognized in our talents or gifts, often times are fully satisfied with their work.
Marcus Buckingham and Donald O. Clifton mentioned in their book, Now, Discover Your Strengths, the wisdom in developing our strengths in the workplace. They said,
This means that the health of your employees is closely linked to how much prestige you accord their role. The more prestige your organization offers, the healthier your employees will be. Less prestige means sicker employees. In Ridley’s words: “Your heart is at the mercy of your pay grade”… Yes, if you want more productive organization, play to each person’s strengths. Yes, if you want to create higher levels of customer loyalty, play to each person’s strengths. Yes, if you want to retain your most talented employees, play to their strengths. But just as important, if you take the safety and health of your employees seriously, play to their strengths and give them prestige they deserve for doing so.
Our work is dictated to us by society and by genetics. It is where we meet people’s expectations of us that we strive to give them the best. It is also in our make up as a person that we want to excel in certain things. It is imperative that when work is expected of us, we want to show how good we are. But in the end of the day we ask the question, “Now what?” Are we truly satisfied with our work? Does it give us a sense of fulfillment? Are we ever grateful for the work given to us or we looked for? Work in a sense should be enjoyable especially when we are recognized because of our work. It is where we fight for our right to be heard by people around us or people who are in charge. Being a boss will always be a challenge in relating to people. Being a manager will keep our heads spinning for ways to motivate people into action. Being an employee will always bring us to please our boss or the company’s expectation. Therefore, work that is dictated to us bring about change in our lives or we look for another work that will satisfy the desires of our heart. Ultimately, it boils down to what we can contribute to society and what the world can recognize in us that we give our best in our work. But in all our work, does it truly satisfy our souls?
 Marcus Buckingham and Donald O. Clifton, Now, Discover Your Strengths: How to Develop Your Talents and Those of the People You Manage (Great Britain, UK: Simon and Schuster, 2004), 244-245 speaks about the Gallup Surveys that evaluated the responses of many employees in different companies in order to know the different strengths that envelop each employee in the workplace.