People have an evolved need to be part of something – to belong to a family that belongs to a tribe. Anyone who doesn’t have that can become susceptible to whatever offers itself as a substitute, even if the eventual price of belonging is unclear at the outset, and turns out to be too high. We are a profoundly social species, and the more isolated somebody is, the greater their risk for getting absorbed into a company that has cult-like features—especially if these only become obvious after some time has passed, and ties have been formed.  

In Bowling Alone: The Collapse and Revival of American Community, Robert Putnam showed that people in the USA used to be connected to large numbers of neighbors and peers, by all sorts of clubs and civic groups and religious institutions that were larger than the household, but smaller than the state—the Elks Club, the Knights of Columbus, Boy Scouts, B'nai B’rith, and so on—and that since the 1970’s, most of these have shrunk or even vanished. For my MFT internship (2012-2016), I trained in Gestalt therapy at a Los Angeles nonprofit called The Relational Center whose motto was and is: Isolation hurts. We help. See also Johann Hari’s excellent book on this issue, Lost Connections: Uncovering the Real Causes of Depression – and the Unexpected Solutions.  

Our drive to be part of something larger than ourselves is a core need that’s sometimes fulfilled in wholesome ways, even today. If we’re fortunate, it can arise where we earn our daily bread. Teamwork on the job, if it goes well, feels good and works effectively. It’s not necessary to spoil it with cynicism by deciding that it’s all a swindle, just because management planned it for the purpose of maximizing the owners’ profits and the shareholders’ return on their investment. Yes, management did set up a personnel structure, with its cooperative and competitive dynamics; and yes, they did so mainly with those financial motives. But it’s a wasteful mistake to use this fact to empty-out the value of a collaborative experience. Enjoying your job doesn’t make you the dupe of exploiters—unless your employer happens to be exploitative. So it’s pretty important to have some criteria for that category.  

If the company’s internal communications are laced with the rhetoric of family life, does it feel icky and bogus?  

Prioritize your physical and mental health, and take a close look at the effects of your current employment on those two factors.

Is it a permissive environment, where bad interpersonal behavior has no consequences? Or an over-policed one, where H.R. feels overzealous and unpredictable?  

Do rewards for extra hard (or extra good) work go to everybody, not just the suits in the suites?  

Are you stuck in your current role, or can the leadership be convinced that they could make better use of you in another one where you feel you’d add more value? If you contribute advice for improving processes, products, or practices, does that get rewarded or punished?  

Do you feel misled about important aspects of your role, or are they frank with you where it counts?  

Bonuses and raises are not the only genuine sort of rewards—there’s paid time off, broader choice of tasks and teammates, more control over your schedule and remote work, and so on. Be wary if you put in a heroic chunk of overwork, and they either ignore it, or pay you in symbolism, praise, and thanks, but nothing more.

Consider that the ideal job, the real peach on a high branch, gives you three things:

·      enough meaning

·      enough money

·      adequate work-life balance  (WLB) 

Awful jobs are missing all three, and are way too close to what sociologists have called “social death,” in which one’s humanity is under dire assault by some combination of abuse and neglect. The late Barbara Ehrenreich wrote a poignant bestseller called Nickel and Dimed: On (Not) Getting By in America, about such jobs, and the vexing struggle for upward mobility. More recently, in Democracy Awakening, professor Heather Cox Richardson has taken account of the way access to opportunity waxes and wanes cyclically through the history of the United States.  

A good job can provide you with any two of these, but not all three—and if the one you need most is the one that’s missing, the job’s not so good. Sociologist David Graeber made a splash with his Jeremiad on corporate culture, Bullshit Jobs, which he defined thus: “…a form of paid employment that is so completely pointless, unnecessary, or pernicious that even the employee cannot justify its existence even though, as part of the conditions of employment, the employee feels obliged to pretend that this is not the case.” Bullshit jobs pay plenty, and they don’t take over your whole week—but their lack of meaning takes on a creeping toxicity the longer you work there, because the company culture requires you to fake it. Even if the work is (relatively speaking) socially and environmentally harmless, you still come to feel you are selling your integrity because you have to bullshit other people, and yourself, that the work is not, in fact, the bullshit it really is. This is sometimes called “golden handcuffs.” 

If there’s work-life balance and meaning, but not much money, it may be possible to add a lucrative side-hustle without becoming exhausted. If there’s good money and real meaning, but you’re frazzled and sleepless, that strategy’s not available; you may need to negotiate more time away, or build an exit ramp.  

Aristotle wrote a book of ethics for his son, where he states: Happiness is not amusement, it is good activity. Ideally, work is a form of serious play that gives us a role in the community and compensation for our labor in that role. On your way to a vocation that really suits you, remember that the gatekeepers will be behind you one day; that the stepping-stones are temporary phases of your life with something to teach you, however unpleasant; and that you must steer your life in the direction where you want it to go.

If this post resonates with you, consider booking an appointment with me at 917-873-0292, or email Jamey@drjameyhecht.com. Sessions available in-office in Park Slope, Brooklyn, and remotely in NY, NJ, TX, and CA.

At the job interview, the people asking the questions are usually searching for a particular experience they want to have with an applicant in the interview itself. The one who can give them that experience usually gets the job. What they want is an interaction, but it’s also a display. They want to have a conversation in which their specific, actual questions really reach the new person (that’s the interaction part). The questions evoke answers presented with a calm exuberance that’s a pleasure to watch (that’s the display). In music, the Italian phrase con brio means “with spirit, with vigor.” This kind of animated, engaged demeanor arises when the applicant has both confidence and expertise—a combination that usually comes from work experience, so it tends to count as evidence of work experience. Resumes, too, are evidence of work experience, but not everyone who has done a job has also learned from it, internalized its procedures and its ethos, and achieved good feelings about their ability to do it well in the future. Those are what the people doing the hiring are looking for in the interview, and the best evidence for it are answers that match the interviewers’ questions; that are focused on the concrete content of the job’s actual entailments (rather than abstractions about what kind of job it is), but aren’t entirely limited to that; and that show some degree of enjoyment from the applicant that springs from the pleasure of being both interested in something and good at it.

Applicants for teaching jobs are often advised, wisely, to treat the interview like a lesson, and to teach the interviewers about the way the job works and how to do it well. But this advice can apply to many other kinds of work, too—not just jobs in education. The teaching frame of mind, the Teacher role, can take you out of your ego-driven worry about how you’re being perceived, because it helps you to focus on the material at hand and the communication process. Value judgments and the fear of embarrassment, imaginary comparisons of yourself to others, worry about rejection or failure—these should be crowded-out by the enjoyable business of sharing what you know. One of the best indicators of your likely success is that the interview was fun. If it wasn’t, you might not like the job itself, either, in which case you’ve “dodged a bullet” by not getting it. The capacity to enjoy the interview not only bespeaks a confidence that comes from competence, it also suggests you’ll enjoy the work itself, which is associated with better performance. A hiring is a contract between employer and employee, and the enjoyment of an interview is a good sign that both parties may well benefit. If you feel qualified, stay in touch with your desire for the job, with your knowledge of the field, and with the pleasure you take in excelling at this particular type of work. It will probably show.