Work. A simple four letter word describing an incredibly complex concept.
At its most basic, it is when an organization enters into a contract with an individual to purchase time and skills to help them achieve their objectives. Generally, the higher the skill level, the more effective at deploying time and the greater the contribution to the success of the organization, then the more they will pay for the individuals services. Now the complexity arises as other factors and concepts are layered in. However, it is important to remember this basic concept as this is the place organizations regress to when the going gets tough.

Other characteristics that take work above the purely transactional include the opportunity

• to learn new skills , grow and have new experiences
• of career progression
• for new responsibilities
• perhaps to travel the world

Added to this is the human interaction and social context around work.

Having worked for the same company for 35 years, perhaps it is not surprising that 3 of my closest friends started off being work colleagues. Our fun together far transcending any technical or business challenge.

After you have cut through the corporate veneer , there are some basic truths about work –

• the prime responsibility for our career is ours. Organizations may offer opportunities but it is our responsibility to seize and maximize benefit
• The notion “ our employees are our most important asset“ is a platitude. Working for a company that strives to create a positive and innovative environment, that develops people to achieve their full potential is truly worthwhile. However, as soon as the numbers are not going to be hit, performance tanks or the strategy fouls foul, executives will cull staff to protect both theirs and shareholders positions.
• Not every boss you work for is trustworthy and has the organizations best interest at heart. Don’t assume your boss will always have your back.

Despite these truths, there can be a lot of positives to forge your career within a good organization. The question therefore is how do you achieve alignment and subsequently monitor your wellbeing and progress. I am sure there are a lot of ways to do this but I employed the concept of the “emotional contract” throughout the bulk of my working life.

I had a contract with the company, which essentially covered the legal and practical aspects of my employment. My emotional contract with the company was personal to me, not shared with anyone and was the baseline around which I would decide whether to maintain my employment with it. It covered aspects such as

• was the core purpose still fulfilling to me ?
• was the company partnering with me on my growth and development ?
• was I getting constructive and meaningful feedback ( not always easy to listen to but nonetheless helpful)?
• was remuneration fair?
• did I feel that I could operate in a climate that was safe, ethical and aligned with my values?
• did I enjoy going to work?

In the 35 years that I worked with the Company, on two separate occasions, I felt motivated to search for new employment opportunities and on a third occasion it was time to leave irrespective of there being no “what next”. In each case, the issue in question was resolved through dialogue with the Company. I was able to talk purposefully and seriously about my position because it related to my emotional contract and hence there was no element “of bluff” on my part. In each case we ended with a satisfactory outcome and in hindsight I was more than happy to go the course.

The point here is that the relationship between an organization and its staff is 2 way – clearly understanding your position is beneficial and helps you to maneuver your way though corporate realities. It also may give you a competitive edge compared to some of your colleagues who are not so clear in their own position.

Additionally, if you are in a leadership role having your own emotional contract helps in understanding and supporting the hopes and aspirations of your team.

A thought for consideration?