Page 194 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

become socially isolated and miss the subtle connections
that make work meaningful over time.

Inside Versus Outside. The physical work environment is crucial
to some people. Our contractor friend would dread work if
he had to come in in a suit and tie and spend all day indoors.
He thrives on working outside, moving from one project to
the next, and in a casual atmosphere. We have other friends
who enjoy the security and stability of their office space,
perhaps using light, color, and other design elements to cre-
atively shape the work setting.
A variant of this bias are those who travel extensively
instead of working in a single location. Those who would
prefer the stability of an office might find travel hassles
daunting and draining; those who relish fresh challenges
would find office politics demoralizing and destructive.
Leaders need to help employees recognize the requirements
of work and the extent to which employees and employers
are able and willing to adapt to those requirements.

Domestic Versus International. Some like the comfort of a famil-
iar culture, language, and home country. Others like the
stimulation of international assignments. In a global mar-
ketplace, more people will be given opportunities to work
across boundaries. Some people are energized by the chal-
lenge to adapt to new geographic contexts. Travel is a price
they willingly pay to do work they enjoy. Others find travel
isolating, demanding, and draining. Some homebodies can
come to enjoy an international opportunity with adequate
support, training, connections, and incentives.
Leaders who are aware of all these variants are less likely
to impose their work style on their employees. Leaders who

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