What Does It Mean to Thrive at Work?

So many of us these days are just glad to have a job. It’s still important to reflect on the question: “What does thriving at work mean to me?”

To thrive at work is to provide for my family while doing work that aligns with my vision of life and of a better world. The work is meaningful to me and I am fully exercising the abilities I value. Thriving means I have an appropriate balance between stability and flexibility so that I am always able to foresee and adapt to changes in my field. It means I am able to contribute to the work of others and call upon a network of collaborators when an exciting opportunity opens. It means having the freedom to try new things and explore new ideas.

Basic Rules for Sustaining New Endeavors

Entrepreneurial projects are most vulnerable in the early stages, when no one is yet earning money or public recognition. People see the possibilities. They are excited. They want to be part of the team. They are willing to contribute. Then a team member sees an opportunity to get immediate financial benefits or career advancement. The need to earn a living and achieve security is compelling. Thus they place the experiment on the back burner. The project loses momentum. The leader says nothing because he or she can’t pay anyone yet. The promising endeavor fizzles.

Similar problems arise in the world of nonprofits. A team with a promising new program idea may become quickly diverted when a new grant solicitation offers the opportunity for short-term gains.

Yiu can sustain experiments and projects by adhering to these ground rules:

  • We will communicate as a team every x weeks, even when nothing is going on.
  • For an active project, the project leader will update the team regularly (at an agreed-upon interval).
  • There will be at least one mechanism for sharing information as it emerges and keeping the whole group up-to-date on important developments.
  • We will make only commitments we can keep. Barring dire circumstances, we will keep our commitments even if it means making greater sacrifices than originally anticipated.
  • If we are having an unforeseen problem that could affect a project we have committed to, we will let the leader know immediately so that backup can be planned or schedule adjusted. In dire circumstances, we will do everything we can to make sure we can hand off the work in the best shape possible.

Venture Launching: Essential Questions

  1. What comes to mind when you think about turning your passion into a business?
  2. What are you currently making or doing for free that could be marketed?
  3. Do you have a solution that could become a product or service?
  • Do you have any visible/tangible manifestations of that idea?
  • What would it take to start producing/doing something from your idea on the smallest scale possible?
  • What is the closest thing to that idea that is currently being offered?
  • What existing business or other entity (nonprofit, government body or agency) might possibly be working on an idea like yours? Who might be interested in it?
  • Who would be interested in buying your solution? Why would it appeal to them? What do they need?

Networking for the “Others”

By Deborah Vrabel

I want to create a new kind of networking event–one designed specifically for introverts, idealists, and iconoclasts.

With the typical “networking” event, jobseekers walk around and talk to people about what they do and are interested in doing–displaying how stylish, likeable, articulate, and charismatic they can be–hoping someone will give them a lead or at least keep their card.

Think Pond networking events will be opportunities to create, ask good questions, and share ideas. Your mind, your imagination, your passion will speak for you.