Love it! Thanks for this<p>I get why we tend to focus on business-related outcomes for topics like this, but I wanted to note that there is nothing wrong with Joy + Skill - Need outside of a business context.<p>I actually believe that seeking this out is a fundamentally great way to make yourself happier in general, which can balance out the apparent -Joy from your job.<p>It's not going to be possible for everyone all of the time to experience the perfect intersection of these three in a single context; their position and size will fluctuate over time, so it's important to find/create alternate sources to achieve that "ikigai"
Such a great article. Thanks for posting.<p>The Trap: Skill + Need - Joy resonated deeply and I'm going to do something to get the Joy back to +Joy this year.
Article resonates on concepts of Ikigai. But when corporates are driven by profit, not sure how it produces joy. Finding joy is by accident or being in right place at right time. Majority of us are operating in "Command-Execute" model.
This is a great article and glad I read it as I’m at a cross-roads currently. I’ve exited from a startup I founded in 2021 and figuring out what to do next.<p>One thing I noticed is that I dislike virtual meetings, especially regularly scheduled ones. So need to figure out how to navigate that if I do something new.
> Daniel Pink famously surmised2 that “carrots and sticks” are poor motivators for most people. Worse, they’re demonstrably counter-productive in common real-world scenarios.<p>Which is why I think peer bonuses are a net negative. As the literature says, extrinsic rewards ruin things
This resonated with me:<p>> Trap: Skill + Need - Joy
This is classic burn-out. When you do the work all day, you feel drained and exhausted rather than energized (as you would if it were Flow = Skill + Joy). You do the work, because the company needs it done. You do the work, because you are undeniably great at it. Even though you hate doing it, you’d rather take it on yourself rather than foist it on others, whether because you want to “protect them from the drudgery8,” or because you believe they can’t do as good a job as you can, or because you can’t afford to hire someone. Because you create great results that the company needs, it doesn’t look like a problem—not to you, nor your team. But because you dislike it, you grow to resent it, and eventually you can’t face it, and you’re finished.<p>Nowadays I find myself exhausted even though I’m doing important and high priority work that the C-suite cares about. That paragraph articulated why I feel so burnt out with it now.<p>Thanks for sharing.