The title of this post is a quotation from management consultant, educator, and author Peter Drucker. Having worked in a variety of organisations, I can attest to its truth.
That’s why, when someone shared this post by Grace Krause, which is basically a poem about work culture, I paid attention. Entitled Appropriate Channels, here’s a flavour:
We would like to remind you all
That we care deeply
About our staff and our students
And in no way do we wish to silence criticism
But please make use of the
The Appropriate Channel is tears cried at home
And not in the workplace
Please refrain from crying at your desk
As it might lower the productivity of your colleagues
Organisational culture is difficult because of the patriarchy. I selected this part of the poem, as I’ve come to realise just how problematic it is to let people know (through words, actions, or policies) that it’s not OK to cry at work. If we’re to bring our full selves to work, then emotion is part of it.
Any organisation has a culture, and that culture can be changed, for better or for worse. Restaurants are notoriously toxic places to work, which is why this article in Quartz, is interesting:
Since four-time James Beard award winner Gabrielle Hamilton opened Prune’s doors in 1999, she, along with her co-chef Ashley Merriman, have established a set of principles that help guide employees at the restaurant. According to Hamilton and Merriman, the code has a kind of transformative power. It’s helped the kitchen avoid becoming a hierarchical, top-down fiefdom—a concentration of power that innumerable chefs have abused in the past. It can turn obnoxious, entitled patrons into polite diners who are delighted to have a seat at the table. And it’s created the kind of environment where Hamilton and Merriman, along with their staff, want to spend much of their day.
The five core values of their restaurant, which I think you could apply to any organisation, are:
- Be thorough and excellent in everything that you do
- Be smart and funny
- Be disarmingly honest
- Work without division of any kind
- Practise servant leadership
We live in the ‘age of burnout’, according to another article in Quartz, but there’s no reason why we can’t love the work we do. It’s all about finding the meaning behind the stuff we get done on a daily basis:
Our freedom to make meaning is both a blessing and a curse. To get somewhat existential about it, “work,” and the problems associated with it as an amorphous whole, do not exist: For the individual, only his or her work exists, and the individual is in control of that, with the very real power radically to change the situation. You could start the process of changing your job right now, today. Yes, arguments about the practicality of that choice well up fast and high. Yes, you would have to find another way to pay the bills. That doesn’t negate the fact that, fundamentally, you are free.
It’s important to remember this, that we choose to do the work we do, that we don’t have to work for a single employer, and that we can tell a different story about ourselves at any point we choose. It might not be easy, but it’s certainly doable.
Also check out:
- People Who Claim to Work 75-Hour Weeks Usually Only Work About 50 Hours (New York Magazine) — “People overestimate how often they do all sorts of things they “ought” to be doing, often by even larger margins than with work for pay.”
- Employee privacy in the US is at stake as corporate surveillance technology monitors workers’ every move (CNBC) — “In the workplace, almost any consumer privacy law can be waived. Even if companies give employees a choice about whether or not they want to participate, it’s not hard to force employees to agree.”
- Workers Should Be in Charge (Jacobin) — “Every day, private equity companies snatch up firms and strip them dry. But there’s an alternative: allow workers to buy their workplace and run it themselves.”