eBook - ePub
Inflection Points
How to Work and Live with Purpose
Matt Spielman
This is a test
Share book
- English
- ePUB (mobile friendly)
- Available on iOS & Android
eBook - ePub
Inflection Points
How to Work and Live with Purpose
Matt Spielman
Book details
Book preview
Table of contents
Citations
About This Book
Discover your purpose with the Game Plan System
In Inflection Points: How to Work and Live with Purpose, renowned executive coach and speaker Matt Spielman delivers an energizing and hands-on existential navigational tool that walks you through how to identify what really matters in life and how to achieve it. Using a powerful life transformation system called the "Game Plan System"âor GPS âyou will simply use the answers to straightforward questions to reorient your perspective and refocus your efforts on realizing happiness and fulfilment.
In the book, you will also learn to:
- Create a powerful new roadmap to achieve what truly matters to you and move aside what may be getting in the way
- Celebrate your wins and effectively process your setbacks
- Discover and consider the value of coaching in your personal and professional life
The perfect book for anyone hoping to move through life with confident and renewed purpose and vigor, Inflection Points is an expertly crafted and powerful collection of strategies to act with more intentionality, help yourself and others, and realize your goals and achieve greater fulfillment.
Frequently asked questions
How do I cancel my subscription?
Can/how do I download books?
At the moment all of our mobile-responsive ePub books are available to download via the app. Most of our PDFs are also available to download and we're working on making the final remaining ones downloadable now. Learn more here.
What is the difference between the pricing plans?
Both plans give you full access to the library and all of Perlegoâs features. The only differences are the price and subscription period: With the annual plan youâll save around 30% compared to 12 months on the monthly plan.
What is Perlego?
We are an online textbook subscription service, where you can get access to an entire online library for less than the price of a single book per month. With over 1 million books across 1000+ topics, weâve got you covered! Learn more here.
Do you support text-to-speech?
Look out for the read-aloud symbol on your next book to see if you can listen to it. The read-aloud tool reads text aloud for you, highlighting the text as it is being read. You can pause it, speed it up and slow it down. Learn more here.
Is Inflection Points an online PDF/ePUB?
Yes, you can access Inflection Points by Matt Spielman in PDF and/or ePUB format, as well as other popular books in Personal Development & Personal Success. We have over one million books available in our catalogue for you to explore.
Information
1
WHAT'S YOUR GAME PLAN?
Professional success often conceals a gnawing conflict at one's coreâa vague but undeniable sense of lack, that something is askew, off-kilter, or out of place. Even as you pile up accomplishments and accolades, and ascend through the hierarchy of your field, a lingering question resonates in your mind like a ticking clock, or like the steady drip-drip-drip of a faucet as you lie awake in the still of the night: Is this really the life I am meant to be living? Is this the life I want? And if it's not, how do I get it?
Henry David Thoreau wrote in 1854 that âthe mass of men lead lives of quiet desperation,â1 locked in a cycle of daily toil interrupted only by brief bouts of leisure that offer a momentary reprieve, but fail to address the frustrating feeling of existential befuddlement.
The world has changed since Thoreau's era, but the observation remains as incisive as ever, and it applies to people from all walks of life, from trades to top-tier executive positions. They know there's more they want to get out of life, whether it's more personal satisfaction, a more meaningful contribution to the world, more community connection, more financial security, more intellectual stimulation, or simply more free time to spend alone or with family. But each time they ponder how to find what it is they wantâor to know with certainty what they want in the first placeâself-doubt blocks action. Is it really possible to have a life and career that is engaging, gratifying, and satisfying?
I know this kind of angst is real because I see it in the clients I coach. I know it's real because I lived under the mantle of quiet desperation myself, for many years, until I realized my purpose in helping others find theirs.
In those days, if you looked at my life from the outside, you might assume I was completely satisfied. At the start of my professional career in 1997, I was working as a salesperson for a prominent investment bank. Although I was working among people much more experienced, I was holding my own, surrounded by all kinds of high achievers. It was a thriving, heady environment, and we were on the rise.
But I wasn't ready to settle in. Something deep inside of me had questions. I felt I could be doing something different. I lacked a sense of personal connection and satisfaction with how I was spending my time. And all around me I observed many others mired in the same grind. They were earning top salaries, but no matter how much they pulled in, the money wasn't rewarding. Some of my colleagues had an irrepressible enthusiasm for the work, but others were, like me, out of placeâslogging through each day in anticipation of the next paycheck.
That Thoreau passage was one that came back to me over and over again. Working in that financial ecosystem, I saw a controlled kind of desperation all around me, and I started to understand that I did not belong there. To the contrary, I felt that my real calling in life was to help people escape that kind of desperation. I knew I could help people put their feelings into words, and move those feelings into action. My desire was to be someone who could energize individual lives and careers in a way that would electrify their existence with a clear-eyed passion and a strong intentionality.
My transition from finance to coaching was a long and winding road. I've had many positions in across several industries, and each has been a valuable step to get me to where I am today. There were aspects of my financial career that I enjoyed, but I knew it could not sustain me. A moderately fulfilling life was unacceptable to me. I had to step out of that very traditional job and experience my own setbacks and detours before I found what it was I was looking for. The realization that I had to get out of âthe knownâ and step into âthe unknownâ was the first stride down what has been a transformative and invigorating path toward the work I do now.
HOW CAN YOU TELL YOU ARE STUCK?
Stasis, stagnation, a sense of being stymied or sedatedâthese are telltale signs that your mind or soul is crying out for a change. The longing for change usually appears within us before we know how to bring it aboutâand we rarely know the type of âchangeâ we really need. It's just that something's gotta give. But inertia can be an overpowering force that keeps us in place.
We may feel dread and anxiety when we should be feeling anticipation and excitement. Other times, it can be less dramatic. We'll feel a general flatness, and a lack of zest for the things we know should make us happy. You don't have to call it depression (though it may be), but it is the metaphor of living in black and white versus living in color.
In some cases, the problem is that we may set artificially low expectations for ourselves. We just accept that, when it comes to our jobs or our personal lives, there is a certain level of dissatisfaction (the existential toll) that one pays for a stable life and a steady paycheck.
These moments, when you candidly consider whether you are fulfilled, should not be ignored. They are alarm bells that announce it's time for some serious introspection. What do you need? What do you want? And how will you attain it? Only by honest examination can you find the courage to make a change.
It's not merely a question of the work you do. While many of my clients seek me out for career guidance, the problem or challenge just as often lies with some other aspect of their life. Some may believe for a lifetime that career is the primary vehicle for self-actualization, only to discover that the intellectual and creative satisfaction they desire comes from a realm outside of the office. Many of my clients are executives who are happy with their career and comfortable in their current role, but seek new means of success or new challenges to invigorate that role, and make it resonate with their personal strengths.
Moreover, achieving change is not merely a matter of âgoal setting,â which is an activity that is perhaps not always understood in the self-development and coaching world. You can't goal-set your way out of an emotional rut because the process of setting and pursuing goals, as conventionally practiced, is inherently crippled by a myopic oversight; these methodologies emphasize articulating goals but rarely ask you to interrogate why you're chasing them in the first place. That is the gaping hole at the center of many âself-improvementâ regimens: they don't really examine what the individual holds dear, what he values, or what makes him tick. It is vital to have structure, but it has to be full circleânot linear.
THE GAME PLAN SYSTEM
The answer to this conundrum is the powerful life transformation system I've developed from coaching hundreds of clients (as well as much trial and error in my own life). It's called the Game Plan System, or GPS for short. The acronym is no accident, as the GPS symbolizes an existential navigational tool.
If you don't have a fixed destination, you're merely driving in circles, wasting gas, and squandering time; the longer you stay on the road purposelessly, the more likely it is your trip will end in a highway collision or roadside breakdown. Call it âitinerant inertia,â a rather paradoxical phenomenon if you think about itâbeing constantly in motion, while at the same time, feeling that you're going nowhere.
It's a widespread, perhaps universal problem, and it afflicts highly accomplished people, as well. It means doing the same thing, and always moving, but never really knowing where you are going, or why. It might look fine from the outside (maybe you have a nice car), but you are the driver, and you need a meaningful trip and a true destination. This must be overcome if one is to get the most from life.
The GPS, therefore, is an apt metaphor: a navigational tool that helps you choose an objective and maps out the route to get there (circumventing roadblocks and handling detours that crop up along the way). In Chapter 2, I'll explain the GPS in depth. Throughout the book, I'll detail how you can build a GPS that allows you to discover and find the means of pursuing genuine purpose in your career and in your life.
IT'S NOT ABOUT âSUCCESSâ
One factor that distracted me from discovering what really drove me was that I performed well in almost every job I had, even as I moved from industry to industry. I was committed to my work, but still felt a persistent and perplexing disconnect between career success and personal satisfaction. And after years of coaching, I've learned that my story is not at all uncommon. Many people will stay in a job because they are, by all standards, âgood at itââwhether or not they are happy in their role or company. If a person is not gratified with his work, at least in some kind of meaningful way, he will feel it. This dissatisfaction will bleed into other areas of his life, and he will feel drained, and out of balance. With all of the time and energy we put into our careers, it should be something that benefits your life, not adds a burden to it. Ideally, our work should align with our talents, interests, and values. It is how we express ourselves, and a way we create and interact with the world.
In 2020, Gallup released the results of their Q12 Meta Analysis 20-year employee engagement study. According to their research 58% of the workforce (they studied over 2.7 million workers worldwide) are âunengaged,â and another 13% is âactively disengaged.â These employees put time, but not energy or passion, into their work. To be âengagedâ means a person is motivated in her job because she sees value in her efforts, is recognized for them, and has opportunities for growth. Engagement signifies a worker is committed to what she does. Most of us have seen an âactively disengagedâ co-worker who leaves early, complains (or maybe rarely speaks), perhaps talks about greener pastures elsewhere, and does the absolute minimum required to get a paycheck. This person may not be very reliable, and will quickly leave her company for a slightly better offer.2 They may perform their job competently, but as my coach Peter shared with me when I started working with him: just because you are good at something, doesn't mean you should do it.
Take Darren, one of my earlier coaching clients, who has also remained a good friend. At the time we met, Darren was a portfolio manager at a hedge fundâ a type of money management firm that employs higher-risk methods in the hopes of realizing large capital gains. Darren's charter was to get the highest return on the money he managed. As an expert short seller, that often meant betting against a company's success.
On the first day of coaching, he confessed he was sick and tired of shorting Chipotle stockâwaiting for a bad quarter or a salmonella outbreak so he could get out of the position at the right time to make money for the fund. That can be a very negative worldview, setting up to strike when others find failure.
We worked through specific exercises and identified what would be meaningful for him. Darren was drawn, in the end, toward working in nonprofit or some sort of service. He wanted the opportunity to do some good. Contribute more, in his eyes. Others would indeed see âgoodâ in betting against an organizationâsending a message to an organization that they need to do better. It is one of the tools of accountability. It's not my, or anybody's, role to tell somebody what their definition of âgoodâ is. Rather, it is t...