About a month ago, my engagement at a client ended. This is a good thing. Being a consultant before and working for some very traditional companies, this lead me to believe that the next thing on my desk would be another client engagement.
I mean, if I’m billing, I’m costing, right?
Well, it turns out this is a very narrow view of value. Having freedom in your job and autonomy over your work can produce value also.
Feeding the System. If we take a wider look at value, a more holistic systems view of what value is, we can see that a healthy and productive system is valuable in and of itself. We can even start to trace the health of the system to direct profits (maybe, we’ll leave this for another time). In any case, if we want a healthy system, we have to work at that, we have to feed the system. How? In my context it’s run the gambit from discussing our companies benefit packages, to looking at speakers for an upcoming conference, to helping out a few colleagues with their work, to simply taking some time to talk with and listen to colleagues having work issues.
Another upside is that creativity is trending upwards. Outside the walls of the 8-5 gig, I have so many reflections, new ideas, and energy to pursue them. I’ve done some writing and researching that needed doing. I’ve had the opportunity to learn from my colleagues and attend some workshops.
This. Is. Hard. It is mentally challenging to control your own destiny. Exciting, sure, but also exhausting at times. Creativity ebbs and flows, and there are more “good days” and “bad days” further out on the good/bad spectrum compared to clocking it in from 8-5. And there is no denying that, largely due to my past work history, there is that voice in the back of my mind saying “this isn’t sustainable, watch for pink-slips.” Freedom can be paralyzing. Autonomy requires practice.
I’m not going to try to equate this type of value to profit. I know I’m providing value, and I know I’m not providing profit. Surely this isn’t a permanent configuration, and I’ll be back teaching and coaching soon. But a “balanced approach” (thank goodness I’m not a politician, I may be actually able to do this) to work that splits time between direct-profit-producing-activities and feeding-the-system-value-producing-activities is, in my opinion, exactly what is necessary for a high performance organization.