Rejecting ownership culture at work
You don't have to give 110%.
My 13-year-old puts a ton of time into his homework. He's meticulous and goes above and beyond in every assignment.
A few months ago, the school had a writing contest. Most kids wrote a few pages. My son wrote 10.
My older child, on the other hand, is a solid B student. They are incredibly smart, but aren't interested in getting straight As. They'd rather spend their time on other things they enjoy, rather than put a ton of effort into homework.
I don't encourage my 13-year-old's intense effort on his homework. In fact, I think it's too much. In talking to my son, I gently point out that he doesn't need to do that much work. He could still get good grades, but have more free time and would stress less. But it's a mindset shift, because my son has tied grades to his sense of worth (we're working on that).
How many employees are like my 13-year-old: pushing themselves to get the A+ grade — even working beyond the A+ — when there is no reward beyond an A+? And is the A+ even worth it?
Employees are not entrepreneurs
Corporations have long seen the allure of pushing employees to have an "entrepreneurial spirit." Job descriptions contain words like "autonomy" and "ownership" — alluring to people who are frustrated by jobs where they're treated as nothing more than a cog in a giant machine. A sense of entrepreneurialism within a job offers the stability of employment (versus self-employment) with the promise of professional fulfillment.
In 1982, ex-McKinsey consultant Tom Peters wrote a bestselling book, In Search of Excellence: Lessons from America's Best-Run Companies. In it, he argues that corporate culture and workplace identity could give employees a sense of agency, ownership, and purpose. Leadership teams saw the opportunity: let employees think they have agency, and they'll do more with their roles. They'll work beyond the A+.
But the problem is that employees don't have agency — not really. The benefits of working with an entrepreneurial spirit belong to the employer and the company's profits. Unless the employee is offered ownership so they can share in the rewards, or offered additional compensation for working beyond the A+, they're trading their time and talents for... nothing.
Tech startups, as an example, often offer employees stock options as a carrot. IF they work hard, collectively, they'll all reap financial benefits if the company is acquired or goes public. However, 90% of startups fail, making the offer of equity a pretty hollow one.
And the employee working with an entrepreneurial spirit? Still assumes risks. If the business struggles, employees might be laid off. And in the U.S., a layoff comes with no safety net.
Performance is not tied to your self-worth
In the U.S., corporations have done a fantastic job of convincing people that job performance is indicative of how valuable you are as a person. Even long before we enter the job market, we're taught from an early age that grades, productivity, and deliverables tell the world how smart we are or how hard we're willing to work. We internalize this message — and companies take advantage of it.
Going above and beyond becomes ingrained... but it doesn't always serve us. Promotions are arbitrary, or we might never be compensated in a way that reflects our actual contributions.
Overachievement sucks time from our days, leaving less room for our hobbies, relationships, and rest.
I want to teach my 13-year-old son to set boundaries. Teach him that he can still get good grades and feel a sense of accomplishment without putting so much time and effort into his assignments.
Maybe being a B+ employee is the real win. You're still doing good work, but have set boundaries around how much you're willing to give.
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This hit!! I used to go all in all the time. Now I’m aiming for B+ effort and A+ life outside work.