{"id":7577,"date":"2025-06-24T07:40:51","date_gmt":"2025-06-24T05:40:51","guid":{"rendered":"https:\/\/www.shefferd.com\/non-categorise\/what-if-meaning-at-work-didnt-come-only-from-work\/"},"modified":"2025-09-01T11:01:29","modified_gmt":"2025-09-01T09:01:29","slug":"what-if-meaning-at-work-didnt-come-only-from-work","status":"publish","type":"post","link":"https:\/\/www.shefferd.com\/en\/uncategorized\/what-if-meaning-at-work-didnt-come-only-from-work\/","title":{"rendered":"What if meaning at work didn’t come (only) from work?"},"content":{"rendered":"

It’s often believed that to feel aligned, you need a job that “carries meaning.” But what if this quest were mainly about how we inhabit work, and more broadly, life itself?<\/p>\n

Certain public figures embody this stance: meaning doesn’t flow from their job per se, but from a personal way of being in the world, from an engaged relationship with life.<\/p>\n

Take Yvon Chouinard<\/b>, founder of Patagonia<\/b>, who gave away 98% of his company to an environmental foundation in 2022, never having viewed his business as an end in itself, but as a means to serve a greater cause: preserving the planet. Or Paul Polman<\/b>, who, after transforming Unilever<\/b> to integrate ambitious social and environmental objectives, works to raise awareness among leaders through his organization IMAGINE, convinced that business must serve life, not the reverse.<\/p>\n

\"\"<\/a><\/p>\n

A contemporary illusion: expecting the company to provide (all the) meaning.<\/b><\/h3>\n

Today, in discussions about work quality of life, the quest for meaning, the “right job,” there’s often a shift in responsibility: “I want a position that feels meaningful to me<\/i>,” “I’m looking for a company that makes me come alive<\/i>,” “I want to be aligned with the mission<\/i>.”<\/p>\n

These expectations are legitimate, but they become fragile if they’re expressed without personal commitment. Jacinda Ardern<\/b>, former Prime Minister of New Zealand, demonstrated this by resigning in 2023, lacking enough energy “to do this job as it should be done<\/i>“: a strong and clear decision that shows a sense of commitment faithful to a life ethic.<\/p>\n

Meaning is truly a shared construction, of which the individual is the primary architect<\/b>.<\/p>\n

Dilts’ logical levels: a compass to take back control.<\/b><\/h3>\n

When you’re a manager and want to properly support a colleague struggling with a sense of meaning without staying at the surface level, you can draw on Robert Dilts’ logical levels, a tool from NLP (neuro-linguistic programming), which breaks down what we call “meaning” or “alignment” into different layers (the deeper you go, the closer you get to what’s essential).<\/p>\n

Misalignment often comes from a gap between what we experience and what we deeply believe or desire.<\/p>\n

    \n
  1. \n
    Environment: Where am I? In what conditions do I operate?<\/h5>\n<\/li>\n<\/ol>\n

    This is the most concrete level. The place where you work, schedules, tools, team, office or remote work, etc.<\/p>\n

    Example: “I work in a hypergrowth startup, in an open space, with video calls every day at 9am.”<\/i>
    \nThis level can explain certain superficial discomforts (noise, overload, chaos), but not deeper unease.<\/p>\n

      \n
    1. \n
      Behaviors: What do I actually do?<\/h5>\n<\/li>\n<\/ol>\n

      These are daily actions: running a meeting, writing a report, building a dashboard, responding to emails\u2026<\/p>\n

      Example: “I spend my days correcting poorly drafted client briefs.”<\/i>
      \nHere, we observe what is being done, but not yet why it’s being done, or with what skills.<\/p>\n

        \n
      1. \n
        Capabilities: What am I capable of? What are my skills?<\/h5>\n<\/li>\n<\/ol>\n

        We enter the level of aptitudes: knowing how to manage a team, negotiate, produce content, resolve conflict, show pedagogy\u2026<\/p>\n

        Example: “I’m good at simplifying complex concepts, getting ideas across.”<\/i>
        \nThis level highlights your talents and potential. But being competent isn’t always enough to feel useful.<\/p>\n

          \n
        1. \n
          Beliefs and values: What do I believe? What matters to me?<\/h5>\n<\/li>\n<\/ol>\n

          We touch the foundation here: your inner drivers. What you believe in. What upsets, animates, or makes you proud.<\/p>\n

          Example: “I believe communication plays a role in ecological transition.”<\/i>
          \nWhen there’s conflict between a person’s values and those of the organization, misalignment begins.<\/p>\n

            \n
          1. \n
            Identity: Who am I in what I do? What role do I embody?<\/h5>\n<\/li>\n<\/ol>\n

            This is the level of your “professional self,” the way you perceive yourself in your work.<\/p>\n

            Example: “I see myself as a facilitator between ideas and people.”<\/i>
            \nWhen your role no longer matches the image you have of yourself, discomfort sets in.<\/p>\n

              \n
            1. \n
              Mission, vision, belonging: What do I serve? What is the meaning of all this?<\/h5>\n<\/li>\n<\/ol>\n

              The heart; what transcends the job and connects you to something greater: a cause, a community, a desirable future.<\/p>\n

              Example: “I do this work because I want to contribute to a culture of dialogue in organizations.”<\/i>
              \nIf this purpose is absent or unclear, the entire structure of meaning can crumble.<\/p>\n

              This model shows that meaning is built from the inside out<\/b>. A mundane action can become deeply satisfying if it’s connected to your values or your mission (and conversely, even a “great position” can be empty if it doesn’t speak to you at a deeper level).<\/p>\n

              This framework enables finer conversations in interviews, helping each person become an active participant in their engagement, rather than a spectator of the organization.<\/p>\n

              Practically, for a manager?<\/b><\/h3>\n
                \n
              • Encourage your team members to explore their own drivers, beyond job titles and role scope.<\/li>\n
              • Ask high-level questions in interviews or team meetings: “What makes you proud in your job?<\/i>,” “Where do you feel useful?<\/i>,” “Who do you want to be in this project?<\/i>“<\/li>\n
              • Bring to light the alignment points (or friction) between each person’s role and identity.<\/li>\n
              • Support those who are searching by helping them articulate their own meaning, without offering a ready-made mission.<\/li>\n<\/ul>\n

                This isn’t about absolving organizations of responsibility; quite the opposite. It’s about reminding everyone that in a time that rightfully values alignment, well-being, and usefulness, meaning is also, and above all, an act of personal sovereignty.<\/p>\n","protected":false},"excerpt":{"rendered":"

                It’s often believed that feeling aligned requires a career with “meaningful purpose.” But what if this quest were primarily about how we inhabit work, and more broadly, life itself?<\/p>\n","protected":false},"author":3,"featured_media":7059,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[74],"tags":[75,76,77,78,79],"class_list":["post-7577","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-meaning-at-work","tag-search-for-meaning","tag-equilibre-vie-pro-vie-perso-en","tag-management-en","tag-bien-etre-au-travail-en"],"acf":[],"yoast_head":"\nWhat if meaning at work didn't come (only) from work? - shefferd<\/title>\n<meta name=\"description\" content=\"Mais si cette qu\u00eate de sens au travail venait surtout de notre fa\u00e7on d\u2019habiter le travail, et plus largement, la vie ?\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.shefferd.com\/en\/uncategorized\/what-if-meaning-at-work-didnt-come-only-from-work\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"What if meaning at work didn't come (only) from work? 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