Fear and Love result in an inclusive growth

HOW TO FALL IN LOVE WITH WORK

?Whatever may be workload save some moments for your own passion. Some famous author has rightly said that the most successful people aren’t those who do what they love; they’re those—from technicians to CEO—who find love in what they do. As we spend most of our active time in our workplace, of course, the right place to use the time usefully and intelligently. We all are expecting to do work in such a manner, we feel like living a life that feels like ours. We do not expect a life that feels like it is almost intentionally separated from us.

?Life is a story. We’re all trying to tell our stories and make them up as we go along.

LOVE + FEAR+ WORK = A positive outcome?

We don’t often think of love and work in the same context. As our work is not our family; our work is transactional. Stop expecting of it something that it can’t deliver. People who are really, really good at what they do—and they find love in what they do. The most successful people do what they love. That seems like a nice aphorism, but there’s no data to support it. There is a lot of data that the most successful people find love in what they do. We might be confronting someone or presenting or performing a particular aspect of an operation or caring for a worker. Whatever it is, if it’s one of the things that we love, we have emotion in our brain full of a chemical cocktail of dopamine, oxytocin, norepinephrine, and anandamide. It is now common that we all know what that does to our brain. We know it relaxes the egoic part of our neocortex, which is focused on outcomes and goal achievement. It liberalizes that, and our mind gets opened to more information and inputs, and it gets more comfortable with those inputs, so we measurably perform cognitive tasks better. ?Our memory’s better; we are better at pointing out other people’s emotions and naming them accurately, so we should be more sympathetic, and more creative.

There is a very similarity if a human loves human makes us feel comfortable, it makes us feel intrusive, and it makes us feel elevated. It’s the same cocktail when you’re doing something that you love. If there is no engagement with the word love, no creativity, no innovation, and flexibility, and if they want engagement, they have to engage with the word love.

Love is an activity that we love. It is a blend of various color threads which describes that our day at work isn’t just one day at work; it’s thousands and thousands of different interactions and moments and situations and contexts just vivid as a tapestry. When we step back, it just looks like a picture on a wall, but when we get close, it’s made up of all these little threads. It’s the same with any workday, ?it’s thousands of these little threads. Some of them are red, black, gray, white, or blue, but the red ones have those qualities where, before we do it, we positively look forward to it. Surprisingly, while doing it, we are wiped out by it and feel an almost innate sense of mastery which is just normal, easy, and natural for us. Those are red threads. At least daily we require a minimum of one a fifth of red threads every day.

?Really no one teaches this. After working on geometry for years It was thought that geometry’s very important, and the same was done zero on self-mastery—zero. It can be taught about a theory of making decisions or a theory of building relationships or even a theory of creativity, but no one can teach us how creative we are or how we build relationships, or how we make decisions. This red threads are the only important for us.

?The first thing we have been doing wrong all the way through education, and it continues into the world of work, is to persuade us that we are not aware of the correct answers. It is told to us that our bosses know better than us the right answers about our goals, the competencies we have supposed to have, and how good we are at those competencies. We have been given advice that all our life, we are listening that we are not smart. We seek the right answers from them. ?When it comes to love, we know what we lean into better than anyone else—we know what our red threads are better than anyone else.

The first thing to instill a value of love to work, the employees should be asked to describe their previous work” and then, “when we are ?thinking about our previous work, what did we love about it the most?” Once people get through that little door of love, a whole undiscovered country of vividness and detail emerges. Just start off with those two questions in every single job interview, and then shut up and people will speak as it’s riveting to hear someone look at their own life through the lens of what we love.

?All work is teamwork. Many people say they work on more than one team. We possess 100 trillion synaptic connections neurons in our brain by the time we reach the age of 19, and no one will ever have that pattern of synaptic connections again, ever, anywhere. At school, it is taught a lot about the differences in race and gender and age and sexual orientation, and so forth. But no one comes to teach us the most pertinent question for us, ?which is the reasons we are not alike to our brother or why we are different from our sister.

In this day and age, we talk about who we are because on the ground of our biography, because of our sufferings. Our answer remains that we learned this from family and school. But we disappear in this answer. ?. There’s nothing for us there. We are just empty. But, we are having ways to grow. Science provides the answer accurately to where we will grow the most. We have a unique network of synaptic connections, and we grow the most where we have the most pre-existing synaptic connections. This is the way of working nature.

We as a human are uniquely strange. Companies feel that if there is more employee doing the same work if they start to act as per their own personalities, is an impediment to getting the job done, it does not have any value it gets in the way. So our uniqueness is actually being ground down.” ?Companies have uniformity of system. It is not said directly, but the uniformity of the system is their way of ensuring uniformity of outcome. The irony is adopting the above working style is totally opposite to the way humans work.

The oldest human art, 44000 years old, was found in a cave in Sulawesi,?and it’s a picture of a team. ?Somebody looked at the different people sitting in the cafe across from them and thought, to put it along a small technology known as a team. We figured out ages ago what we do with enduring human uniqueness—we put it together in teams where each person is not well rounded; they’re specifically different from one another, but the team is well rounded precisely because each person on it isn’t. Mostly we talk about teams in the context of “there’s no ‘I’ in the word team” which is a full 180-degree error of the purpose of teams. Teams are designed to make homes for weirdness. That’s what they were for. There are lots of?Is in teams.

??The word of 2022 is going to be “teaming,” particularly remote and hybrid teams. When you see great teams, it’s because a manager or team leader has created such a vibe of trust that people are able to describe their red threads. That’s what a team looks like in a love-and-work world, and that’s how you get a super high-performing, high-functioning team out of uniquely strange individuals.

It starts with all of us changing our mindset toward fear. We think that we have a very strange relationship with fear as we believe that it is a hindrance in our life. In fact, an imagination of a life without fear is not a true yardstick of natural human life. If we see it from the point of view of an evolutionary, biological standpoint, fear is important because it’s “fight or flight”. A life without fear, basically, is not a true reflection of human life. Fear is our life’s best friend, which accompanies us for a long whatever we do. We would engage them in debate. ?This may be called ?“make love to your fears,” which denotes our fears are making efforts to aware us some new aspects of what we love may terrify us because there’s something about it that we understand as a source of weakness; which in fact it’s a source of strength for us.

After making dialogue with fear, we come to know it will guide us to love, which is powerful. Frankly, fear hurts us only when we don’t observe it. Fear of our partner double-dealing, if we don’t analyze it, is central to intuitive selfishness, and it’s the greed that breaks the relationship. Fear doesn’t hurt us as we are normally taught. ?Fear ignored—and what it spreads into when we avoid it, this pains us. The whole suck-it-up thing is in the ether right now. It is assumed the work is just a job, and it is hard, and halt expecting things that it can not deliver to us. ??Yet we have in your brain this incredibly complicated synaptic network that’s similar to no one’s, and it leads us to love some things and hate others, so love is a force. Like all forces of nature, it has to flow, it has to be expressed. If we don’t express it, love turns into a caustic, abrasive, acidic substance that devours us up from the inside out.

Love suppressed worsens our elasticity swiftly. Many people have the courage to reply that they have the freedom to modify their job to fit their strengths better. But only one-fifth accept that they love more than 20 percent of what they do. In psychology, we call that an attitude-behavior consistency problem. We know we can maneuver our job to fit ourselves better and find more love in what we do, but we just do not get information from anyone which is very vital.

?Love unexpressed will burn you up from the inside out. It is accepted some jobs are hard, but if we interview workers in a factory and we talk to the people who love what they do, it’s like a totally different job. Some of them even recognize their tools by name as if it is having a life. Assume the point is that there’s love to be found. ?One of the most egregious examples of this is the role of nurse supervisors in hospitals. Regarding burnout, nurses respond that no one’s talked about the fact that love develops in response to another human. Someone needs to see what we are doing and help us recognize how to do more of it, or at least be focused on who we are as a human. If we have got one nurse supervisor to a group of nurses, the nurse supervisor can’t do that.

?Astonishing is the fact that our planned hospitals are extremely unloving and dehumanizing, but we are surprised to look at a chronic nurse shortage. As it is their design it is such in a way to makes it almost impossible for the nurse supervisor to see the people on her team or his team, and no one loves what is not seen. ?What this gets into are organization structure and organization design. It is called a span of control, but it should be called it span of attention. It is imperative to design workplaces where there is a realistic span of attention, which would allow a team leader to see the choices, the uniqueness, the loves, the stresses, and the passions of the people on their team. If no, whether it’s a call center, a warehouse, or a hospital, we can observe all these negative outcomes, which we generally do. There is a possibility that it can work on a balance sheet, but it doesn’t work for humans.

Conclusion:

Every emotion of a human being is valuable. If we know how to harness it, it will be wonderful transformation.