I’m putting out my hand – what’s going to be dropped into it?
I’ve just set a goal for myself: to get 12 rejections between now and December 2020. That should average out at one rejection per month on average.
What do I want to be rejected from? Fabulous things! For me, fabulous = writer’s residencies, commissions for articles or interviews, or pitches to interesting publications. Losing out on gigs as a professional interviewer or facilitator in community research or consultation contracts. Being turned down for creative facilitation or presenting at events and conferences. For the rejection to count it has to be something I really really want.
Where did I get the idea for setting the goal for a certain number of rejections? From a tweet I saw somewhere… I forget who the tweeter was, as this was years ago now. I think (think…) the person was an academic. She had set herself the goal of getting a certain number of rejections for publishing, research, or conference presentation opportunities. She reported that not only did aiming for a certain number of rejections embolden her, but she actually technically failed because some of her applications were successful. Thinking ‘here goes nothing’ she submitted for things she thought she would have no hope of getting, and was astonished to find that she was wrong.
So, in selecting the things I am aiming to get rejected for I am setting down the following criteria:
I will apply for things I am not confident I can get but which I would really like. This gives me a chance to stare down my impostor syndrome and at least entertain the idea of what success for me could look like.
I will apply for things where writing the submission will be useful in some way. In other words, will writing the submission force me to do some planning, refine concepts, research some logistics, prepare a budget, review and improve my biography, or some other useful thing? I have always found that this is a good side goal to set when doing some persuasive writing as, if you fail, then at least putting the submission together wasn’t a total waste of time.
I will reward myself each time I send off a submission. When I used to write grants, I would buy myself a bunch of flowers or some cake after I met each deadline. Also, and most importantly, I will do something similar to comfort myself when I receive a rejection. If I apply to fabulous things that could matter to me then it will sting when I don’t get them. There’s no way around that. Gentleness with self is essential to bolstering resilience.
Humanistic religions offer hope for human progress, while salvation-oriented religions offer hope for a better world to come, but pretty much every flavor of religion deals in some kind of hope: for miracles, for eternal life, for an escape from suffering, for strength to change, for the eventual triumph of the better angels of our nature, or some other desirable outcome.
Once you start thinking about hope, your reading will fairly quickly bring you to a useful distinction that (for reasons I don’t understand) never catches on with the general public: Hope is not optimism.
The two words often get used interchangeably in conversation, and…
Self unLimited has been created by Questo with the aim of providing “resources for your 21st century vocational adventure.” These resources include a book, an online community, a podcast, training programs, and articles.
I was recently invited by Helen Palmer, leading light of Questo and Self unLimited, to write an article to be included on the Self unLimited website. She suggested a letter about breaking up with your organisation, a sort of ‘Dear John’ missive…
I had great fun writing this and it is now up on the website. You can find it here.
I have done other writing assignments for Self unLimited, and have enjoyed developing creative material to help illustrate and animate the Self unLimited concept. One aspect, among many, that I have been impressed by has been the emphasis on defining value – not just in financial terms but also in how work can give people a sense of purpose or otherwise add quality to their lives. Interestingly, when I came to write my ‘Dear John Pty. Ltd.’ letter I didn’t focus on money, but found myself instead describing how someone might feel on departing an organisation.
“Abusing yourself is a way of demonstrating your fitness.”
~ Professor Drew Dawson.
The above quote was a wry observation (certainly not a recommendation or an endorsement!) made by Professor Dawson during the Q & A after a recent keynote – ‘Positively Managing Workplace Fatigue’ – he gave at the Victorian Workplace Mental Wellbeing Collaboration’s Business Leaders Breakfast on 1 March 2019.
Professor Drew made the above statement while he was talking about the tendency of too many people to brag about the ruinously long hours they work. He recommended instead that we (and especially workplace leaders) should be modelling healthier behaviours around getting enough sleep and rest, important given the negative impacts that fatigue has on wellbeing and productivity.
But I think this quote could be applied to other unhelpful behaviours we see, especially at management level – things that have been valorised instead of being decried as counterproductive, pointless, or sometimes just downright nasty.
How many of these things have you seen backfire? And I’m going to broaden this to abusing others, as well as ourselves, as a demonstration of supposed fitness for leadership. Because each abuse of leadership does carry some karma with it: instant in that you stand to immediately run down the levels of trust and respect your team might have for you even while you are setting up future bad habits for yourself. Long term in that, down the track, there may be health problems or legal implications of repeated instances of these actions. Here are a few leadership sins:
Giving feedback that is frank to the point of rudeness and denigration. If you choose words carefully and put some thought into how you structure your conversation, you can be completely honest with someone with mounting a psychological attack.
Having workplace conversations in front of others that should be had in private.
Not planning properly, not managing your time properly. Running around like a headless chook will not only burn you out, it will send the wrong messages to your team.
Not taking time off if you’re sick but choosing instead to carry on. If you come to work and cough and splutter through your day, no-one else is impressed by your stoicism. We’re just scared of catching your lurgy. And the same goes for mental health issues – I have seen some incredibly awkward situations where workers were conflicted by feelings of sympathy for an obviously depressed or stressed manager and also frustrated by the problems caused by that manager’s inevitable lapses in concentration, focus, and motivation. If you’re unwell, take the time off, seek professional help. *
Sticking with a job you hate just for the money. Acknowledged: a lot of workers are pushed into the situation where they have to take any job they can get to keep themselves off the dole queue, support their families, and keep a roof over their heads. Changing jobs – upgrading to a job you enjoy – can take a long time (especially for workers with low or limited skillsets) so workers can be trapped in a job they hate for a long time. But managers, who can point to high level skills and plenty of experience, have less excuse. There is nothing worse than working for a manager who clearly couldn’t give a toss about their work.
Can you think of any others? Leave a comment below.
I created a Wakelet collection of tweets and notes from Professor Dawson’s keynote ‘Positively Managing Workplace Fatigue’ which you can check out here.
*Seriously, depression is a very serious health problem but, with the right treatment, it can be effectively treated. Don’t ignore it. Get help.
On Friday 1 March 2019 I went to ‘Positively Managing Workplace Fatigue’, a keynote delivered by Professor Drew Dawson at a Victorian Workplace Mental Wellbeing Collaboration’s Business Leaders Breakfast.
Professor Dawson advised that organisations should have a Fatigue Risk Management Plan, and that dealing with fatigue is a shared responsibility between indiviuals and the organisations they work for.
Fatigue is an inevitable part of working life; it's OK to talk about it with your workers. #WorkplaceWellbeing
Of course, any workplace leader worth their salt should be trying to structure work that is not unhealthily burdensome on their employees. But Professor Dawson also stated that fatigue is inevitable due to the fact that most of us live complicated lives outside of work – we stay up at nights with sick kids or we might need to work a second job…
The trick is to create a workplace culture alongside allowing space within workplace processes for people to be honest about their energy levels and what is influencing them.
Some people, however, might find it hard to broach conversations about fatigue and how it’s affecting their work, especially if the fatigue is not due to a one-off incident, like a virus or being kept awake by the neighbour’s birthday party, but is due to more complex conditions at work in their lives. Both the fatigued worker and their manager may find this an awkward dialogue to navigate.
Professor Dawson talked about the use of structured conversations, “highly scripted interactions” that can help people work their way through these discussions.
I am very interested in the idea of equipping people with something to help them initiate conversations around potentially awkward issues, and perhaps to also reflect on and make sense of those conversations when they’re finished.
I am not sure exactly what Professor Dawson had in mind when he was talking about a “highly scripted interaction”, but whether that conversational aid was a formal checklist, a deck of cards with prompts, some kind of game, or (in my work) creative materials, the efficacy of equipping people with resources makes sense. More sense, surely, than flinging two people into a room for a potentially tricky conversation with nothing but good intentions (if they have them), gut instincts, and any ‘soft’ communication skills they may have picked up over the years (and we live in a society that is quite bad at teaching people those soft skills). Developing or adapting resources or techniques for managers and workers to use can not only lend structure and meaning to a conversation about fatigue (or other issues), but in developing or adapting resources organisations can also embed values and priorities that are pertinent to them.
Not getting enough sleep doesn't just lead to increased risk of injury, but long term consequences to our health, both physical and mental. @appleton_CQU#WorkplaceWellbeing
There are two things that this tweet reinforces for me:
Using the word ‘great’ 3 times in one tweet does not show off my vocabulary skills at their best.
That failure is not an end but a beginning, and a “profound” one at that.
Some background first: I tweeted the above during the 2018 Melbourne Sustainable Society Institute (MSSI) Annual Oration. Given on 20 November by Professor Lars Coenen the lecture, entitled ‘Resilience in the Face of Sustainability Crises: Is Innovation the Problem or the Solution’, was an enjoyably thought-provoking event.
During his oration, Professor Coenen touched on failure – and the things it can teach us – as part of innovation process.
“Being resilient means being adaptive – learning-by-doing and doing-by-learning. Even though we can’t afford to get this wrong, we will undoubtedly make many mistakes along the way. But to conclude with the words of Yoda, ‘The greatest teacher, failure is’” – #MSSIorationpic.twitter.com/8OLcBIfW2E
Kate Auty, Chair of the MSSI Advisory Board and MC for the evening, picked up on this during the Q & A, and I especially liked the wording Kate used: “a profound place to start.”
There is a growing trend to encourage people to embrace their failures more, to not be embarrassed by them or in denial of them but to acknowledge and welcome them as a chance to grow. I heartily approve of this, BUT to truly learn from our failures – to find that profound starting place they can lead us to – we must go beyond merely acknowledging them or turning them into war stories. Shrugging stuff of with cries of “Oh shit! Oh well… tomorrow’s another day” and then hurrying off to get drunk won’t do. The growth comes from having the humility and developing the capacity to reflect deeply.
I have been meditating on some favourite lines of poetry recently: “Now that my ladder’s gone I must lie down where all the ladders start In the foul rag and bone shop of the heart.”
These are from W.B. Yeats’ The Circus Animals’ Desertion, and speak to a need to find inspiration, especially at the moment when inspiration seems to have dried up. “I sought a theme and sought for it in vain, I sought it daily for six weeks or so. Maybe at last being but a broken man I must be satisfied with my heart…”
In our failures, with our egos bruised and our thinking in disarray, the experience of our failed projects can feel very raw. The potential for gains in status, finances, career advancement, or personal triumph are all stripped away – we are pared back to the bare essentials of our self, our hurt and failing self. The ladder we were climbing to better and brighter things has gone.
The foul rag and bone shop of the heart may not be a place filled with things that are shiny or lovely, but it is filled with stuff nevertheless – the rags and bones are remnants of life lived. In Yeats’ poem, he comments that the great and ‘pure’ images in his famous poems grew out of “A mound of refuse or the sweepings of the street” – beauty or meaning can grow out of compost.
If our failures lead us to the rag and bone shop of the heart, then this is a profound place indeed. For it is the place where all ladders start, and where our next attempt at ascendancy can begin.
I have collected a recording of the oration, a follow up extract, and some other information about the evening into a Wakelet collection. Just click here if you would like to look.
I caught up with artist and arts administrator Tiyami Amum for a cup of tea recently, and we talked about this and that, as you do, except that our ‘this and that’s’ normally revolve around discussions about what it takes to sustain a micro-business in the arts industry.
The conversation drifted onto playfulness, and three things about its importance in business practice struck me during our chat:
As we all know, playfulness gets the creative juices flowing. It’s great for generating fresh and original ideas and approaches.
Tiyami and I agreed that the fun factor of playfulness is a helpful thing when it comes to sustaining wellbeing. Deriving enjoyment from your work, even if it’s hard or intense work, finding and refreshing your sense of inspiration, making your workload feel beguiling instead of a chore or a to-do list, alleviating stress while you work – these are all ways that playfulness can help sustain good mental health.
(This one is the really interesting thought that emerged, and I am not sure if it even plays out the way I think it might. But…) It struck me during our conversation that playfulness might help to build a narrative around an evolving brand.
During our conversation we had been talking about the challenge of developing a brand that allowed for shifts, adaptations and evolutions as a business grew and matured. The nature of creative work is such that creative people are constantly developing their process. Steering the products of the imagination from light bulb moment to tangible outcome stimulates experimentation, learning, reflectiveness, and innovation. The creative people I know are constantly curious, adding new skills and experiences to their repertoire, discovering new ways of doing things, coming up with new ideas. All businesses need to innovate, but I think creative practice is ultra-prone to shifts and growth.
So how do you develop a brand that at one and the same time marks your business’ identity out as distinctive and coherent, while allowing wriggle room for that business to change services and markets as it evolves. I wonder if you embed playfulness as a central value in your brand, and manifest this in your marketing strategy (say through content marketing?), then you are better placed to nudge your branding strategy in new directions. If you signal to your networks that you are playful – experimental, joyfully random, prone to toying with new things – then those same networks might be more inclined to travel with you as your brand changes.