So we go from workview manifester, what is good work? You know, what does good work mean to me? To the issue of lifeview, often called worldview, what are your thoughts about the most important truths that organize reality in the world you know, and actually your worldview your life you informs what your life you even talks about, you know, if God's important to you well, that's in there if not, it's not in there. You know, if you know service to mankind or person kind is in there for you, then it's in there. If it's not, it's not. So your life you really does reflect your lifeview reflects your life here. 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 is 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 articularly inte...
rconnect those dots and describe to yourself much less somebody else, you know, 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're running to the bathroom and you flip on the light. And that person in the mirror looks back and says, "Why are we doing this? "What is going on here? "Who ordered this?" When that happens to you, and it happens to most of us at various points in time, you want to be ready with a good answer. You wanna be able to connect those dots. Because when you can connect the dots, that means your chance of experiencing meaning making, you know, in some sense, as you're left 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, you know, so if that's an appropriate thing to be doing at this time in my life. So, what we're gonna do with this is we're gonna give you a chance to think about how coherent you are. Pull out your life, you and your worldview together. I'm gonna give you a minute to think on how they get along. What is the integration of your lifeview and your worldview? 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 the workview sound like they're from the same person? Do they complement each other? Do they clash? Is there a gap like, gosh, into the life you talks about this talks about service all the time and the work he doesn't even mention it? That's interesting. Or, maybe you go, "Oh, wow, what an integrated person, "she is so cool." Then you know, 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 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? Anybody got a thought or two? Okay, so here's what we know you may not be done, but 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 in conversation a lot today, let's use the same triads you're just in 'cause 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 worldview. You know, we all have very different worldviews or lifeviews, 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 so 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 graded and coherent person and I just so I'm lucky to be me, you know, sort of really knows. Or I have no idea who these people are, and I think I like the first one better. Yeah, whatever it is somewhere in between there probably. and here's one or two things I noticed. that was kind of interesting to me. Pro or con whatever, it 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 you know, 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 needless, I never had 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 listen to other people, you know, 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're like, man, I never do this. So what are you noticing? Just in 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 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 have in mind, that'd be great. How are you just finding being in this conversation? So just a general conversation how's this discussion going for you? Make sense? So what I wanna do and of course, you were never done to me, what is the purpose of life? Why are we here? That's a big question. We're not gonna be done, you know, been agonizing that for a couple of millennia. So where do we go about? Now, what is it we're really after in life? Well, you know, that's a big question a lot of people don't know 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 writes about business things, particularly behavioral things. And 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 funded by the Federal Reserve Bank about compensation and money and how money works in the world. And looking at how money in compensation actually motivates people to do things. And they do 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 passed a certain threshold of income, you know, getting over the poverty issue, what have you, higher fiscal incentives, higher financial incentives, led to worse and worse performance. You know, they actually went out into rural India and they gave some people you know, like, you know, a week's salary bonus for something or two weeks salary bonus or doing something or a month salary bonus for doing something. And the two weeks salary bonus people did no better than a 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 companies like Whoa, I thought, Man more people really work. No, it really doesn't. Once you take the issue of money off the table, and you know, I can't pay my bills. That's not the issue anymore. For complicated tasks, other things come in too. 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, you know, 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 if 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 wanna be capable of being really professionally capable of something in order to be a master? They wanna have some autonomy, some independence, they wanna have some control over their lives. And they wanna know why the heck am I doing this? Now, how many of you here would say, yeah, mastery, autonomy and purpose that'd be okay for me. Like, who is attracted to these three things? (laughing) Great. Now, here's the question. Where do you get them? How many of you 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 sort of the leading edge of talent management in the professional organizational development world is thinking this way, but it's not the norm yet. Boy, if your boss isn't thinking about it, if 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 right. You wanna get better or something invest in it.
You want some autonomy like, 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 to finding 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 them.