So we go from Workview manifesto. What is good work? You know, what does good work mean to me? To the issue of Lifeview, often called world view. What are your thoughts about the most important truths that organize reality in the world, you know, and actually your world view, your Lifeview informs what your Lifeview even talks about. You know, if God's important to you, well, that in there, if not, it's not in there, you know. If you know service to mankind or personkind is in there for you, then it's in there. If it's not, it's not. So your Lifeview really does reflect your Lifeview, reflects your Lifeview. So we've worked on that together. We're gonna handle that one a little bit differently. And the idea here is we want to live what Bill and I call the coherent life. What's the coherent life? It is connecting the dots, and the dots are who am I, what do I believe, and what am I doing? And it seems rather sensical, and actually the research even backs up that if you can articulate, i...
nterconnect those dots, and describe to yourself, much less somebody else, who am I really, what do I believe, and what am I doing. You know, when you wake up at three in the morning and you run to the bathroom and you flip on the light and that person from the mirror looks back at you and says, "Why are we doing this?" "What is going on here, who ordered this?" You know, and that happens to you. It happens to most of us at various points in time. You want to be ready with a good answer. You want to be able to connect those dots, because when you can connect the dots, that means your chance of experiencing meaning-making, you know, when someone says, "Is your life working for you? Is it meaningful to you, however you define meaning?" Your chances of saying yes to that go up. It doesn't mean that you're perfectly aligned. It doesn't mean quite coincident with fabulous perfect you know, parallelism between all three of these things. There might be times in life when you have to make significant compromises. We're all dealing with trade-offs all the time. So that's okay. It's just whether or not that's a trade-off you're personally comfortable with and you have owned, say, "Yeah, and that is what I'm doing at this point in time. That's not entirely who I am, but it's appropriate because someone should change the diapers, and I think it's me." So that's an appropriate thing to be doing at this time in my life. So, what we're going to do with this is we're going to give you a chance to think about how coherent you are. Pull out your Lifeview and your Workview together. I'm gonna give you a minute to think on how they get along. What is the integration of your Lifeview and your Workview? The questions are we want you to read them right now. Read the ones you wrote, but read them like you didn't write them. Read them like you're a friend of this person, somebody you really care about. And you're listening for them to see what it is you hear, and does the Lifeview and their Workviews could like they're from the same person? Do they complement each other? Do they clash? Is there a gap, my gosh, I have a Lifeview, talks about service all the time, and their Workview doesn't even mention it. That's interesting. Or maybe you go like, "Wow, what an integrated person! She is so cool." Then give yourself a big gold star, but just notice there is something to say about the integration of the current drafts of your Life and Workview. So take a look at those. We'll give you just a couple of minutes, working by yourselves, maybe even with a little background music to help the cogitation. You know, what do you notice about what this person's Lifeview and Workview seem to do together? Everybody got a thought or two? Good, okay, so here's what, now, you may not be done with that. That's okay, as we said earlier, you know, we never get done in these workshops. We just get started well enough we can finish later on. So what do we do with this? Okay, where do we go from here? Well, we're gonna have another conversation. We're gonna be having conversation a lot today. Let's use the same triads you were just in, because you already know this part of that person's story a little bit, and that's gonna help with this conversation. We're gonna do it structurally a little bit differently. By the way, we are not here to have a conversation about your world view. We all have very different world views or life views. That's fine, you know. We're not here to negotiate that, but they do inform how our lives are going. So here's how we do it. Back in the triad, we're gonna have three readings with a report and then a discussion. So each person, part one, there's two parts. Part one is the read and report. So person number one will read his Lifeview. Here's where I'm coming from. This is what I think is the way the world is organized, and what I noticed about my Lifeview and Workview together when I looked at them was that I'm a fabulously integrated and coherent person, and I just, I'm lucky to be me. You know, that's what he really knows. Or I have no idea who these people are, and I think I like the first one better. You know, whatever it is, somewhere in between there, probably. So I read it and here's one or two things I noticed that was kind of interesting to me, pro or con whatever, doesn't matter. You're done, no conversation. Person number two, then repeat. We do it again. Person number two does exactly the same thing, stops, no conversation. Person number three reads, comments now. You just poured a bunch of Lifeview information and integration commentary. This is a discussion about the integration experience. How am I getting along with myself? That's the topic we're on, not, oh, that's so interesting. You're a nihilist. I never met one. So that's the conversation we want to stay in, and once those three readings and reports have been done, we can have a conversation. And the questions might be things like, what are you noticing, having heard all this material, having listened to yourself and listened to other people, what am I now noticing about these issues? Some of you might spend a lot of time in this philosophic kind of space, these big ideas and journal a lot. Some of you are like, "Man, I never do this." So what are you noticing, just from having worked on this stuff? What ideas or insights are you having for possible changes? One of the feedback points we get from students we've worked with years ago, there are a couple of things we hear a lot years later. One of the most common is, you know, "I pulled out my Lifeview, and I pulled out my Workview, and I'm on version 3.2." These things are never done. They keep getting edited by our experience. So there might already be some edits you had in mind. That'd be great. And how are you just finding being in this conversation? So just a general conversation, how is this discussion going for you? Make sense? Okay, so back into your triads, somebody volunteer to be the first one up, read your Lifeview. We'll gie you about ten minutes ought to be enough to get around that and have a little conversation.
Definitely get back in your triangles, guys.
Don't get sloppy triangles now.
I want a really good triangle out of you guys.
Gotta contain the conversation.
All right, the Lifeview, okay. We are meant to discover who we were created to be, that person before our fears, insecurities, and outside voices stripped us of our light. Our purpose is meant to get back to our pure selves and live in full expression, and that full expression is to be used to serve in some way, whether that's to care for family, help a community, become an artist, or work in a job where you can contribute only in the way that you can. So when I was reading that through, and kind of thinking about my Workview, I definitely see that there's integrations in that I believe work and life are meant to serve and move others. And that they are both very much one and the same in that way, and that they're also both about achieving our own fullest expression, whatever that means to us, and whatever that means for your own unique self, and that we all have our own definition of what that means and what success means, and that we can only define that for ourselves. So I definitely see both those. Yeah, I definitely-
And so for you, are they integrated now in what you're doing?
It's getting there, yeah. I definitely have some gaps that I'd like to fill and that I'd like to be moving towards more. So for me, for my title of job, I do event production consulting. So I'm very passionate about bringing together communities and helping them connect and that's pretty much what events are, you know, helping communities to connect, but I also have a very creative side to me that I really, I enjoy seeing people achieve creative expression. For me, I dance, I do music, and I can fulfill things in my own events and workshops outside of what I do for clients. And that's been really exciting for me, but how do I do more of that, and how do I do it in a way that can support my life?
My Lifeview is inextricably linked with my faith. I've been raised Catholic and find that some of the deep values of that faith are ingrained in how I see the world and how I try to operate. I believe that each individual on this Earth is unique and has a purpose, and part of our journey is to find and execute that purpose, while establishing relationships with others and affecting others in a positive way, however possible. I believe that we're each given gifts, and I feel the responsibility to develop and utilize those gifts. As a parent, my role entails passing this sense of responsibility to my children. Noting the values that are prioritized and conveying to my children is one of the ways that my Lifeview is exhibited, for example, teaching them to treat others well, to develop their potential, and to experience a sense of service to society.
Your expression of your life is your work.
I will add one thing, just like not everything's perfect. There's a little bit of a gap there, and partly maybe it's because of the faith in that I was raised. It's sort of I love what I do enough that there's that little part of me that feels selfish in loving what I do so much. And my fourth child has Down's Syndrome, and she's at a boarding school that's ideal for her at this point in time, but eventually we're gonna have to figure out where she lives as an adult, and there are not a lot of great options in our area. So there is that question looming of should I take the skills that I have and apply it to setting up an adult living space, and it's still serving people. It's a lot of things I'd like, but it's you know, right now I'm loving what I'm doing. To leave that to do something that's of a different kind of service that would be serving people that are even needier, you know-
Maybe there's a way to do both. You know, is something I'm gonna have to think about.
Yeah, maybe there is.
You know what I mean?
So what I want to do, and of course, we're never done talking about what is the purpose of life, why are we here. That's a big question. We're not gonna be done. We've been agonizing that for a couple of millennia. So where do we go with that? Now what is it we're really after in life? Well, you know, that's a big question a lot of people have done a lot of research on, and a friend of ours, actually a colleague of ours named Dan Pink, you may have read some of his books, very famous author who writes about business things particularly, behavioral things. In his most popular book, Drive, the secrets about what really motivates people brings up a particularly interesting point we think might make sense to you, too. There was this study that he likes to focus on, actually fun about the Federal Reserve Bank, about compensation and money and how money works in the world. And looking at how money and compensation actually motivates people to do things, and they did this in a variety of cultures, even did it in India, you know, as well as in the US. And what they found was some really interesting stuff that past a certain threshold of income, you know, getting over the poverty issue and what have you, higher fiscal incentives, higher financial incentives, led to worse and worse performance. You know, they actually went out in the world and then they give some people you know, like a week's salary bonus for something or two week's salary bonus for doing something, or a month's salary bonus for doing something. And the two week salary bonus people did no better than the one week salary bonus people, no better at all. And the month higher bonus, did the worst of all, crashed and burned. What is that about? And that turns out, that result has been replicated in all kinds of cultures over and over again, confuses the heck out of talent managers and come to me like, "Woah! I thought paying people more really worked." No, it really doesn't. Once you take the issue of money off the table, and I can't pay my bills, that's not the issue anymore. For complicated tasks, other things come into, now for simple carrot and stick, do this then get that, you know, teach the dog to go through the dog door. Use a cookie, you know, more cookies works. But for things that are not simple like that, and all the important stuff in a human life is not that simple, you know. Those kinds of rewards don't work. The things that do work, what does work? They found three things that come up over and over again, and they are mastery, autonomy, and purpose. Once I've got enough money to live, what do people really want? They want to be capable of being really professionally capable of something in order to be a master. They want to have some autonomy, some independence. They want to have some control over their lives, and they want to know why the heck am I doing this? Now how many of you here would say, 'Yeah, mastery, autonomy, or purpose, that'd be okay for me." Like who is attracted to these three things? Great, now here's the question? Where do you get them? How many of you think, how many think your boss lies awake most nights, worrying about whether or not you're getting enough mastery, autonomy, and purpose? Who's got that boss? Maybe I do, yeah, actually there's a rising tide, actually, the sorting leading edge of talent management in the professional organizational development world is thinking this way, but it is not the norm yet. Boy, if your boss isn't thinking about it, the company's not organized around it, you're screwed, right? No, maybe not. Where could you get mastery, autonomy, and purpose? Who's in charge of that?
Regardless of your situation.
You are, you are, right? You want to get better at something? Invest in it, work harder. You want some autonomy? Look, you may not have as much control over the world as I know I would like a little more control, but we have what we have. You have some kind of sovereignty is the technical term over some domain of something. How are you using it? And purpose, that's entirely up to you. I mean, you actually don't really want other people defining your purpose for you. So these things are things we can invest in ourselves, even whether or not the people we work with or the people over us understand it.