In this week's article, I thought I would to share a few interesting concepts that I've been considering. Concepts that are crucial to building a trusting and engaged workplace. They are rather heavy topics, and each undoubtedly warrants their own article(s). My aim here is to introduce these concepts, through videos, books, podcasts, and poems, by people who have been considering these concepts longer than I have.
Leisure
In his book, 4000 Weeks: Time Management for Mortals, Oliver Burkeman discusses the concept of leisure, and how its enjoyment has been lost due to industrialisation. Rest is permissible, but primarily for the purposes of recuperation for work, or for some other form of self-improvement. He states,
''it becomes difficult to enjoy a moment of rest for itself alone, without regard for future benefits, because rest that has no instrumental value feels wasteful".
This resonated deeply with me. Over a year ago, along with living in the most locked down city in the world in Melbourne, I worked a full-time job and worked on Understorey. Toby has done the same. We felt the pressure to always use our time productively, and became burnt out - something several founders and leaders in the purpose-driven space (social enterprises, not-for-profits, charities, etc) continue to struggle with.
However, in the last year, becoming a freelance consultant has led to an increased flexibility in my hours. I have moved away from the traditional 9-5, and I am constantly reminding myself to mindfully enjoy my leisure time, despite the occasional associated feelings of guilt.
With leisure and relaxation, I have felt more productive. My brain has had a chance to decompress, allowing me to be more creative and focused. Toby can tell you all about the neuroscience behind it, but from a psychology perspective, the benefits of mindful rest cannot be emphasised enough.
Wholeness
In this series of videos, Frederic Laloux explains what makes wholeness important, what it means to you as an individual, and how you can start a conversation about bringing your whole self to your workplace. I found the below video a great way to summarise this concept.
While I've explored the concept of wholeness in a previous article, I thought it would be good to mention this along with the other concepts I've been considering, as they go hand-in-hand.
A great way to spice up and/or add depth to my conversations with organisational leaders, I have found, is to ask some questions around wholeness, such as:
What stops people at your organisation from showing up whole at work?
In your organisational life, what do you want to exist in your organisation when it comes to wholeness? E.g., a real connection with people.
How can you build a culture where people feel comfortable to show up whole?
Vulnerability
Similar to the concept of wholeness, vulnerability is a topic that I recently explored through a podcast featuring Joe Hudson.
Joe describes being vulnerable, as "speaking your truth even when it's scary". And by being vulnerable, you are less likely to put up with things that are not aligned with your values, and be yourself.
Again, as someone with a minority background, this was one way I hid part of myself at work.
To learn more about this concept, check out the below Vulnerability episode from Joe’s podcast.
I’m aware that this concept can be somewhat difficult to explain or put into words, so I thought I would include this poem I recently came across by David Whyte, who does so beautifully.
"Vulnerability
is not a weakness, a passing indisposition, or something we can arrange to do without, vulnerability is not a choice , vulnerability is the underlying, ever present and abiding under-current of our natural state. To run from vulnerability is to run from the essence of our nature, the attempt to be invulnerable is the vain attempt to be something we are not and most especially, to close off our understanding of the grief of others. More seriously, refusing our vulnerability we refuse the help needed at every turn of our existence and immobilize the essential, tidal and conversational foundations of our identity.
To have a temporary, isolated sense of power over all events and circumstances, is one of the privileges and the prime conceits of being human and especially of being youthfully human, but a privilege that must be surrendered with that same youth, with ill health, with accident, with the loss of loved ones who do not share our untouchable powers; powers eventually and most emphatically given up, as we approach our last breath. The only choice we have as we mature is how we inhabit our vulnerability, how we become larger and more courageous and more compassionate through our intimacy with disappearance, our choice is to inhabit vulnerability as generous citizens of loss, robustly and fully, or conversely, as misers and complainers, reluctant, and fearful, always at the gates of existence, but never bravely and completely attempting to enter, never wanting to risk ourselves, never walking fully through the door."
-Ash