PURPOSEFUL HUSTLE BLOG

A commonly told story about the 1969 moon landing mission involves former president John F. Kennedy and a custodian who worked at the NASA space center. While visiting NASA, Kennedy supposedly approached a custodian and asked about the man’s work. The man said, “Well, Mr. President, I’m helping to put a man on the moon.” Regardless of the validity of this story, it conveys a strong message. When an organization is governed by a strong, guiding vision, people become invested. They become part of the mission, no matter their role.

In the workplace, how often do you say things are fine when they’re really not? How often do you go along with an idea or initiative, even though you disagree with a few parts of the plan? How often do you keep quiet about a co-worker’s annoying or unproductive behavior? If you’ve ever faced repercussions for speaking up, chances are, you’ll think twice before doing so again. And that’s a shame! Innovations and improvements are often born through dissention. When the workplace settles for “business as usual,” it tends to stagnate. Worse, if the majority continues to make most decisions and set the tone/culture of the workplace, voices are silenced and entire groups of people begin to feel as if they don’t matter. That’s where feedback comes into play.

Picture yourself in a team meeting. One of the more vocal team members proposes a strategy to address a current problem, and everyone nods and agrees without question. The team doesn’t consider other options or examine potential issues with the proposed strategy. No one voices an alternative idea. Instead, everyone moves on. This is an example of groupthink. In essence, groupthink involves making a decision as a group without much critical thought, discussion, feedback, or dissention. This term was coined in the 1950s, but was popularized by psychologist Irving Janis, who published a book called Groupthink in 1972 (revised in 1982). Chances are, you’ve experienced some form of groupthink.

If you’re reading this blog, I’m guessing you have many of the common traits of a Purposeful Hustler—ambition, motivation, and the drive to make a positive impact. These are admirable traits, but they can also get you into trouble if you let them run wild. There are times when Purposeful Hustlers (myself included!) make too many commitments and become stretched too thin. Or, a Purposeful Hustler might say “yes” to something when they are well aware that they should have said “no.” Saying yes is not always a bad thing. Agreeing to do things that stretch your skills or push you outside your comfort zone can help fuel your development, build resilience, and equip you with a new set of skills. There are times, however, when saying yes does more harm than good.