Page 35 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

in his job, changing market conditions have led him to
lay off 25 percent of his employees. Those who remain
have to do not only their work but also the work of those
who left. People are nervous about their jobs and frus-
trated about longer work hours. School budget squeezes
have also led to increased class sizes and more stress for
Shirlyn. Grant’s and Shirlyn’s retirement savings have
been reduced about 20 percent in the declining stock
market, and they will have to work for another three or
four years to recover. Work has become drudgery as they
face these unanticipated realities. But work also forestalls
the necessary question: what will give meaning to my
life when I retire?
• • The liability of success. Ivan was the successful one.
In school he got the top grades, was popular, and was
targeted as a future leader. At work he moved up quickly,
becoming not only wealthy but powerful. He paid a
personal price with two divorces and alienated children,
but he hoped his kids would come back around as they
matured. He savored the daily challenges of his work
and put his mind and heart into it. Gradually, however,
Ivan began to feel disconnected from the heart of his
work. Sitting in his luxurious office, he realized it had
been a long time since he had interacted directly with
the customers who used to make him feel good about
his company. He had not really visited employees on the
front line in years, and when he met with them in formal
meetings they seemed aloof. Those closest to him con-
tinued to tell him how talented and successful he was,
and he was surrounded by all the trappings of success.
But he started to wonder if he had lost touch with what

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