We believe work is only one component of an abundant life. Where does this belief come from and how do we live it out at North Group?

We are proponents of organizations establishing and living by an immutable set of core values. One of our core values – encouraging balanced living – is a current topic of conversation in many organizations, worldwide. Leaders are becoming increasingly concerned about the effect of overwork on their employees. Employees are leaving their positions in unprecedented numbers.

Many of us have seen the difference in vocational expectations in European and Latino cultures as compared to our own. And, we wonder. What is this “work ethic” thing anyway? How is it affected by our North American culture, indeed our Central Pennsylvanian culture?

In order to faithfully live out this core value and belief, leaders need to exemplify what balanced living and an abundant life look like. As Founder and CEO of North Group, I must closely consider the example I am setting in this area.

It seems to me that we are largely powerless to avoid the fact that many of our waking hours are consumed by vocation. Such is the construct and expectation of our North American system/ethic. But I don’t think this “abundant life” thing is strictly about hours. Rather, it is about priorities, commitment and “presence”.

And so I pose these questions:

• Do you have a set of ranked priorities? Where does your vocation sit inside of those priorities?
• Do you have a sense of what you are “called to”? Is this “calling” limited to vocation? Or does it extend beyond your vocation?
• Do you have a picture of what an abundant life looks like for you and your family? Do you have a disciplined method for pursuing that life?
• What does it mean for you to be “fully present” in each moment?
• Once you answer the above questions, what accountabilities will you place in your life to make sure that you stay “on track”?

Pursuing the “abundant life” that God intends for you is not easy. I’m on the way, want to join me?

Like me, I suspect you learned some new techniques during the required office shutdowns in 2020 (Zoom, Teams, Google Meet and all that). You may have learned to like some aspects of “working from home” or what we now seem to be referring to as “remote work.” No need to commute, no need to “dress up,” no annoying chit-chat with your office neighbor, a private bathroom – you know, stuff like that. In addition to working from home, some of you may have walked the dog, gotten your wash done, taken out the trash, and prepared dinner all before 5:00. What’s not to like?

We have all seen a variety of prognostications about the future of the office. Experts have predicted urban flight, empty office buildings, even higher productivity as remote workers focus solely on “their work.” Homes with one or more private offices are now all-the-rage. Is the office as we have known it dead? Hmmm…Let’s think about this.

You have probably heard the phrase “culture eats strategy for lunch.” (I wish I was the author of that, but I’m not) If you believe that “culture” (the unspoken and natural way that people relate to each other within a given environment) is a factor in your organization’s success, you will want to think clearly about how you approach the remote work revolution. Without doubt, there are a number of jobs that can be performed effectively, perhaps even more effectively, when working alone. It’s not hard to think of some of the productivity advantages that remote work can produce. In addition, it is certainly possible to conduct effective meetings in a virtual environment. And, there are considerable cost savings when we think about a reduction in square footage, travel, time, etc.

On the other side of the equation, we are “created for community.” Is it possible for leaders to create a dynamic culture without being together in the same space? If the culture is already established, is it possible to maintain that culture – long-term – without being together in person? Can the depth of human connection be duplicated virtually?

You can probably guess where North Group would land with respect to these questions. However, we certainly will not have the “last word” on the degree to which the remote work movement will become sustainable. As leaders, we need to be asking these kinds of questions. We need to be evaluating not only what is best for individual employees, but what is best for our business model, our mission, our core values, our clients, the sustainability of our organizations.

We have new and effective tools at our disposal. The world around us is changing. The dynamic culture within your organization needs leadership. Don’t be afraid to ask the hard questions. Don’t settle for the easy answers.