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Living in Company: Reflections on Life in the Corporate World

by Nigel Buxton

134 pages; quality trade paperback (softcover); catalogue #04-0727; ISBN 1-4120-2899-X; US$16.00, C$19.95, EUR12.95, £8.95

The corporate world is the right place to do the "work". Living in Company is an invitation to explore the philosophy that "there must be more to life."

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about the book      about the author      excerpts      catalogue info

About the Book Living in Company is a book designed for reflection - self-inquiry - finding personal answers. The chapters are short and designed to be read one at a time: read and reflect. The book is an invitation to try new perspectives: it is for individuals who want to explore, "There must be more to life" - one's spirituality. Living in Company explores the duality of values that we apply at work and in the rest of our lives, and looks at dissolving the duality "My Work" and the rest of "My Life". Living in Company looks at: what effect attitudes and beliefs have on our lives - what kinds of leaders there are - how do we feel about change and comfort, and what is the connection between them - what do teams and tourists have in common - "Corporate gardening"! - what is the real nature of power - pre-bundled human software: the operating system exposed - what makes us tick - and much more. The company is seen as an organic entity - a group of individuals working together, so the more the individuals are aligned with their values and goals, and the more they share themselves: then the better the company will perform, and the better place it will be to work/live in. Living in Company contemplates many topics that are already familiar to those working in the corporate world. The ideas set out are not designed to persuade or convey a new "truth", but rather to stimulate reader reflection - to help listen how it is for you - to provoke the sharing of "how it is for me" - to create more alignment about values. Living in Company proposes to the leaders of companies that the only real way to have better results than competitors is through having the members of the company contribute more (not working harder - but doing more with less). The more the individual feels at ease with himself, the more he is available to contribute to the company. This book is intended for individuals interested in: self-help - personal transformation - spirituality. This book is intended for use in companies for: training - human resources and personnel management - organizational learning - coaching Visit the author's own website at www.nigelbuxton.com

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About the Author Nigel Buxton worked for many years for Ernst & Young in Italy and for Ametek Inc. (USA). When he turned his attention to looking at his life issues (in his forties!), he dived into the spiritual swimming pool with his Indian Master; but he was then faced with the dilemma of reconciling his work "in the world" with the truth found at meditation retreats and spiritual/consciousness workshops. This book is the result of bringing those two "worlds" together. Nigel Buxton is a business consultant, executive coach and runs development courses for individuals and companies, based in Slovenia.

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Excerpts

1. Living in Company

Making a life at work
Most of us spend such a large part of our lives at work it is important that this time is lived. Doing the same job and creating routines encourages us to switch off or "go to sleep." We get the idea that it is just another day, as everything seems the same. Actually nothing is the same; everything is different. We assume and expect it to be the same. But if we are aware and act spontaneously, rather than according to established patterns, we will see that each day is completely new.

Between one day and the next no one is the same person; each of us has the benefit of an additional day's experience. We have had new experiences at home or socially during the evening, or have become more cemented in our patterns.

Some companies create a culture of behavior that does not allow people to express themselves and compels them to follow rigid procedures, so that it seems every day is the same old routine.

Our work should be "making a living" - in the sense of making a life for ourselves. It is each individual's responsibility to make his or her work fulfilling. There should be no living for the holidays or for the week ends. Each day we do not live is lost. Each day we live is so fresh; it is like being reborn.

There is more to life - more to work
Working is about earning the bread and butter money, paying the rent/mortgage. This is the hunter, who has to worry about survival: covering the basic needs. But in the western world many people have covered the basics and recognize that there is more to life.

This feeling of "more to ..." is often like emptiness or meaninglessness. We often try to fill in the feeling by working more, filling up the social calendar, driving veteran car rallies, searching out unfindable antiques, and so on.

Exploring this "more to life" can be done in the Company day-to-day.

Today it is not necessary to give up work to go backpacking in India, or to go and live in an isolated community. There are enough open-minded companies that will give support to the person wishing to explore his being.

Working in a Company, of whatever kind, is a great "marketplace" in which to gain an understanding of how you are with your work and with people. Being with people is an important way of discovering who you are.

Learn the lesson and pass "Go"
If you have a problem with someone it is because that person is demonstrating a characteristic that you cannot accept in yourself. Likewise if you do not like your work, there is something about it that you must learn to accept.

You go into a job to learn a life lesson, and once the lesson has been learnt, new opportunities open up. This time for something new may be felt as wanting to try a new job, or the existing job may feel tight, as if more room is needed.

Excuse me - "Foreign land!"
Choosing the Company you work for is an amazing event. When you sign on it is like going to work in a foreign land. Not only foreign, but one that you may have only visited very briefly or superficially before you transfer.

In a foreign land, there is a different climate to get to used to - the seasons, how often it rains, etc. Where is it they say you get four seasons in one day? There are companies like that too!

In a foreign land there is also a new language to be learnt. Language is more than terminology; it is the way of communication, how one expresses oneself * and how one does not express oneself.

The foreign land will have its rituals, ceremonies, symbols, values, rules, culture, taboos, costumes (sorry - dress codes), etc.

How much of a native of that land do you feel now?

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21. Teams

Tourists sharing the same soup
It is interesting to consider the Company as a group of people who find themselves together. Like a group of tourists from all over the country that sign up for an adventure holiday, they find themselves together. Like it or not they find that they have to co-operate, to keep the party moving along, because someone needs help, because there are difficulties to be overcome, because the whole party wants to get to the destination, because no one can go alone, because no one person knows how to go alone.

A basic concept to be instilled is getting the members of a Company to understand that they are all in the soup together, and somehow they have to make the most of being together. Each has a contribution to make, and each is expected to make it so that the Company becomes a better place in which to live. Like all relationships things will not always be good; there will always be something to be adjusted and improved, but, if there is willingness, together it can be worked out.

For this to happen people must identify with the team and feel part of it - have a sense of belonging. People need to feel good about saying, "I work for ABC Ltd."

With larger organizations it may be important to encourage offices, business units, or production cell workers to build teams, because people identify more strongly with clearly identified entities, and normally smaller groups. People who are brought up in villages have a greater sense of belonging than those that come from cities. People identify more with coming from a specific place than being a member of the European Union.

Working for the common good
Creating teams is about a group of people learning to trust each other, and learning to accept both the qualities and limitations of the individual members. Putting the team in an intense situation can create team spirit. In instances like climbing a mountain or going down a jungle river, it becomes a question of survival that trust and acceptance are created.

Working as a team for the common good should be the most natural thing. A team will have objectives: this is fundamental. The objectives create alignment about what the team is doing. The domains will be clearly defined, so everyone knows his responsibilities. The team will have a natural interest in meeting the objectives as efficiently as possible, and may have incentives to perform especially well.

Dysfunctional teams
If a team does not work there may be a number of factors that need to be resolved:

• Some team members have not adopted the objectives as being important;
• Someone in the team does not accept his domain, and either wants more responsibility (which includes power), or is not taking his full responsibility;
• There has been a breakdown of trust among some of the members.

Selfless team leadership
The ability to build a team requires the leader to put the interests of the team above any personal ambitions. The success of the team is his success; he does not look to outshine the other members. But this is true for all members; their interest is to see the team succeed.

For the joy of it
The more you strive for personal gratification and success, the more you will be frustrated by not feeling fulfilled. For the person who sets out to accumulate ¤10m, he will find when he has the money that it is not enough, and he really wants more. The mind can never get enough.

However, if you focus on doing something for the sheer joy of it (without a hidden motive) - on having the experience or on "being" part of something - on making computers available for home use - on making heavenly music - on cooking delicious dishes - on living among the cars that excite passion - on making work an enjoyable experience - on making the team succeed; then you will achieve a sense of fulfillment. The soul is satisfied when the experience is made fully.

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Catalogue Information

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