DOES YOUR WORK HAVE MEANING?
In his newly translated book The Song of Significance, Seth Godin explores the idea that work, and purpose go beyond just earning a paycheck. He points out that many people, both employers and employees, face feelings of disappointment, anxiety, confusion, and pressure in the workplace. Godin attributes these issues to factors like past decisions, poor communication styles at work, and societal expectations.
Many of the challenges new generations face in adapting to work stem from this problem. Young people are looking for jobs that offer meaning and a sense of purpose in their workplaces.
I believe it’s more useful to outline what should not be done in a job—what’s off-limits—rather than just listing tasks. Like in religions where prohibitions are clearer than permissible actions, defining what’s forbidden can give individuals the freedom to take initiative and feel more motivated.
This doesn’t mean we should do away with authority or regulations.
It’s also disheartening to see people reduced to just one function in a process, a situation that is becoming less common as machines and robots take over repetitive tasks. Soon, AI and virtual robots will handle routine office work.
At Yıldız Academy, established in partnership with universities, we are preparing our employees for higher roles and new careers. This approach aims to ensure that no one is unemployed and that everyone finds greater satisfaction in their work. People will use their full range of skills and abilities, rather than just functioning like machines. Those who prefer will turn to traditional crafts, which are gaining value and will command higher prices in the future.
Seth Godin, who first made bestseller lists with Purple Cow for its ideas on differentiating work, has also gained recognition with books like Permission Marketing, All Marketers Are Liars, The Dip, and The Carbon Almanac.
The author delves into the significance of work with the belief that the challenges in the business world present a crossroads, requiring each of us to make a crucial decision. This choice requires deciding between doing nothing—essentially continuing as is—or leading, being creative in our work, and finding meaning through collaborative efforts.
In his book, “The Song of Significance” (*), the author argues that merely feeling secure in the business world is insufficient. He emphasizes that people seek not only material gains but also a sense of purpose in their work. Yet, under the pressures of the capitalist industrial system, these desires are frequently overlooked, leading employees to abandon their dreams for mere material satisfaction.
However, it is crucial that the work we engage in holds meaning for us. This imparts significance to our lives, becomes the reason for our existence, and motivates us. This allows us to feel that we are contributing and can become essential or highly valued through creative efforts.
Once employees’ basic needs are fulfilled, fostering their desire to take initiative and ensuring they are treated with respect becomes key to job satisfaction. Encouraging initiative boosts their effectiveness and enhances their overall contributions. For employers and institutions, maintaining a dignified attitude and behavior ensures that every employee is valued and respected as an individual, which helps foster healthy workplace relationships. Accordingly, we, as a company, regularly hold formal yet sincere industrial relations meetings, town halls, and similar events with all our blue- and white-collar staff. We gather their criticisms and suggestions about the workplace and our operations. We also utilize digital communication systems for this purpose, which have proven to be highly effective and motivating.
The book also evaluates the impact of advancing technology, automation, and machinery on the workforce. In this process, displaced workers are encouraged to undergo retraining and are redirected to new career opportunities. We do this at pladis to help our displaced employees adapt to new career paths. Regardless of the circumstances, we provide all terminated employees with reemployment services, including retraining. We collaborate closely with leading unions and the European Labor Council on skill development and the “future of work.”
With the rise in machine usage and the integration of robots into the workforce, companies’ skill requirements are evolving. To address this shift, we partnered with universities to establish Yıldız Akademi. Today, creativity and human values have become more important; skills such as strategy development, workplace communication, and gaining insights in a rapidly changing world are coming to the forefront. Therefore, educational institutions need to update their curricula to meet these new demands.
According to Godin, to remain competitive with the standardized business models brought by the capitalist industry, we need to question our metrics, standards, and management approaches. This transformation shifts work life from a competitive race to a purpose-driven lifestyle, where significant work is centered on human values that traditional industries often neglect.
Godin challenges us to rethink conventional work practices, suggesting that instead of prioritizing profits, businesses should embrace a philosophy that focuses on people’s happiness and societal benefit. He says, in other words, #makehappytobehappy. This not only boosts employee motivation but also strengthens the company’s sense of social responsibility. By prioritizing the resolution of employee concerns over all workplace issues, a company’s strength is fortified. Ultimately, the true value is derived from the power of personal interactions, creativity, and resilience, rather than merely measuring efficiency as in outdated industrial models.
Godin notes that the most significant drop in productivity in history occurred in 2022 in the U.S.: This crucial metric for industrialists is calculated based on the output per hour worked. As this value increases, people have the potential to earn more, yet managers often prioritize boosting profits instead. Companies like Google and Facebook attempted to balance this erosion by laying off employees. Elon Musk, for example, cut 75% of his company’s workforce, trimming what he saw as dead weight and using fear to enforce compliance among the remaining staff. In contrast, Microsoft’s CEO Satya Nadella took a different approach. His team realized the negative outcomes of pressuring creative people for short-term metrics, coining the term “productivity paranoia.” Microsoft’s mission became essential in fostering an emotional connection between employees and the company.
The author describes four types of work using the above diagram, with risk and trust as the two axes. In high-risk, low-trust jobs, the primary goal is to meet specific requirements. This approach is rooted in traditional management, which depends on testing and measurement. For example, a fast-food franchise operates under this model, where every customer is valued, and consistency in output is key.
However, low-risk, low-trust jobs are often outsourced and not highly regarded by organizations. Amazon, for instance, transformed the task of labeling thousands of images into a business model, allowing people worldwide to earn a few cents per task through a platform called Mechanical Turk. Today, tasks like these are increasingly managed by artificial intelligence and machine learning.
On the other hand, low-risk but high-trust jobs require creating a culture, building community, and ensuring daily contributions from people. And finally, what matters most are high-risk and high-trust jobs, which involve building connections between people and performing tasks with respect and care.
Godin highlights that some organizations have adopted a significance-driven approach, breaking away from traditional business models. These innovative methods allow them to surpass conventional limits and achieve what once seemed challenging. There is a clear distinction between management and leadership: while management is concerned with targets like revenue, profit, and career progression, leadership embraces a transformative mindset that goes beyond short-term objectives. A business model centered on significance can succeed across various industries. What truly matters is not just what you do, but how you do it. When we approach our work with dedication and excellence, this becomes apparent to both our team and the market.
Examples from the book:
Thanks to the operational model of Aravind Eye Care System hospitals in India, a greater number of people in the country have regained their vision compared to the global average, with infection rates lower than worldwide norms. Patients have the option to pay whatever they wish for cataract surgery, or even receive it at no cost. Those who can afford it often choose to contribute to the hospital’s sustainability. Regardless of the payment amount, hospital staff are committed to delivering the same level of innovative and compassionate care.
Another example emphasizing significance is Ray Anderson’s carpet company. Interface, the company he founded, transitioned from a business model that ignored environmental concerns to one focused on sustainability. This transformation allowed the company to produce carbon-negative carpets, minimizing its environmental impact, and even becoming an energy-producing entity. Ray Anderson’s initiative shifted his company from a profit-oriented approach to one that generates significance.
Godin further illustrates the concept of significance with the example of Rising Tide. This organization has established a business model dedicated to creating employment opportunities for individuals with special needs, particularly those with autism. Rising Tide integrates individuals with autism into both society and the workforce, enabling them to demonstrate their skills and potential. This story is a prime example of social entrepreneurship, demonstrating that businesses can both advance social awareness and build a successful, profitable model.
In modern work life, mutual commitment is vital. As such, a significant work environment highlights the importance of mutual responsibilities between employees and organizations, and the need to uphold these responsibilities even during challenging times. Godin argues for adopting a human-centered, respect-based culture instead of traditional industrial management practices.
In the business world, “social or non-technical skills,” often referred to as soft skills, play a critical role in professional life. These skills, including decision-making, leadership, and empathy, are critical for interpersonal relationships and can create a positive impact when valued in the workplace. These skills can be acquired and, when given greater emphasis in the workplace, contribute significantly to organizational success.
To emphasize the value of “social skills” in business, Godin references László Polgár’s daughters’ success in chess. Polgár’s daughters learned chess from scratch and achieved significant international success. Polgár is known as a pioneering theorist who believes that “genius is made, not born.” His experiment with his daughters has been described as “one of the most remarkable experiments in the history of human education.” (*) Therefore, skills can be learned and developed, and similarly, people can learn and enhance skills such as decision-making, leadership, and empathy in the business world.
What We Produce and How We Communicate About It
The author illustrates how real change in the business world can be achieved through the dedicated efforts of individuals, using the example of Jodi Sagorin’s post-earthquake work in Haiti. Despite just finishing high school, Jodi went to Haiti to help earthquake survivors. She used donations from her friends to fly to Port-au-Prince, collaborated with local talents, and set up a mobile hypertension treatment center, which has been operating ever since. Through this story, the author highlights the importance of focusing on genuine skills and dedication to meaningful change. This example critiques traditional industrial approaches while demonstrating how selfless and significant contributions can create lasting impact in business.
The author then focuses on how significant work and changes can be achieved in the business world. The true value should be measured by the impact and changes arising therefrom. For instance, Starbucks used to sell only coffee beans, Nintendo only produced playing cards, LG was a chemical company making face creams rather than a tech firm, Amazon started as an online bookstore, National Geographic was a magazine, and American Express was a courier service. Apple was far from its current position; it was founded to produce user-friendly alternatives to complex computer components.
Godin emphasizes that traditional meetings now hinder communication and waste time. Meetings should prioritize the exchange of information over simply providing updates. There is a need to shift the meeting culture. Organizations should create an environment that encourages open communication, mutual respect, and active participation through effective and democratic communication practices. Meetings should be more than just informational—they should be interactive sessions where genuine decisions are made and everyone has the opportunity to voice their opinions. For additional insights, you can refer to my response to a question in Fast Company magazine: (https://fastcompany.com.tr/dergi/toplanti-yonetiminde-sabri-ulker-kurallari-gecerli/)
Creating a workplace that embraces significance and initiates change in the workplace is possible in an organization where everyone treats each other equally, values each other, manages uncertainty with mutual trust, and fosters open communication.
At the end of the book, Godin discusses the difference between management and leadership, the limitations of industrial management approaches, and how leadership can unlock human potential. He observes that managers concentrate on avoiding errors to meet standards and enhance efficiency, while leaders seek out uncharted and innovative approaches. The author’s saying, “Significance is not what we obtain but what we do for others” reminded me of the concept of “salih amel” (good deed) in the Quran. For your reference: https://sorularlaislamiyet.com/kaynak/amel-i-salih.
(*) Godin, S. (2023), Anlamın Şarkısı, Ekipler İçin Manifesto, Medicat Yayınları, ss.168.
(**) https://tr.wikipedia.org/wiki/L%C3%A1szl%C3%B3_Polg%C3%A1r
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