People, Challenge, Innovation
I was thinking about work, my experience, what I liked and what I do not like.... and I thought, how can I explain this to my boss. How do I share what I am feeling but in a way that someone elso can understand me, without having known me for a long period.
In this moment, I came to a very clear understanding of me when it comes to work.
For me to be most happy in any work environment, regardless of the role or the work, I need to have the following in place:
1. People
2. Challenge
3. Innovation/Ideas
People.
I love and need to work with people. My energy comes from interaction with others, and roles that require intensive computer work or minimal interaction are simply not for me. I am also at my best when I am with others, and I feel my strengths more easily come to the surface. Put simply, I feel most 'me'.
Challenge.
I like things that challenge me strategically or creatively. I like that feeling of solving a problem, coming up with solutions.
Innovation.
I am fundamentally an ideas person. I like to think quickly on a problem, I like to pioneer and must confess I am a person that wants to reinvent the wheel - and that can be bad but I LOVE the feeling of creating something new, something that has never existed before or is in a new format.
When I was younger, the absence of any one of these would cause me to be really demotivated in the work I was doing. I always longed for ALL three to be in place. But I can say that now, I am happy or I can manage the situation as long as one of these is present.
If all are absent, that is I am faced with a reality that is:
1. Task
2. Mundane/routine
3. Implementation/Logsitics
I find myself in an abyss of workplace unhappiness...
I explained this to my boss, and he got it instantly, so we are readjusting the way we work to involve more people aspects, more interaction and after a good chat with Asha and Zoe I am armed with more ideas to bring my ideal experience, and also intrinsically my loves and strengths, more to the forefront at ABN AMRO.

















