Become an Organizational Conservationist

Every workplace has polluters. They’re the ones who waste time, dodge accountability, and create stress for everyone around them. Just like pollution in the environment, their actions corrode morale, productivity, and profitability. And if we’re honest with ourselves, we’ve all contributed to organizational pollution at some point. I know I have, despite my best efforts.

When we show up late or run meetings without purpose, we’re polluting the environment. When we use up an employee’s talent without helping them grow, we’re leaving the soil barren. When we avoid conflict or delay fixing broken processes, we’re dumping waste for someone else to clean up.

This pollution doesn’t just stay at work—it seeps into everything. We bring the stress home to our families. It slows us down, makes decisions harder, and leaves everyone more exhausted when we are at work. Worst of all, it often goes unnoticed, even as it erodes our impact and profitability.

Organizational pollution, like environmental pollution, has unseen consequences. But the good news is that, as with the environment, we have options to clean it up.

Three Approaches to Workplace Pollution

When it comes to addressing pollution, we have a few ways forward.

1. Regulation

Imagine if we treated workplace behavior the way we regulate environmental harm. What if, at every performance review, we tracked not just numbers but also how well someone contributed to a healthy work environment? What if we promoted the people who developed others and penalized those who made their teams miserable?

Regulation works—it’s why we have cleaner air and water today. But it’s also hard. It requires the leaders of an organization to care enough to enforce it, and let’s face it, that’s a tall order in many places.

2. Shame

Shaming polluters is another option. Picture flyers in the company cafeteria calling out the manager who’s always late to meetings or the boss who verbally abuses their team. Public accountability can be a powerful tool.

But shame is risky. In most organizations, power dynamics favor the polluters, and those who speak out would surely face retaliation. Are we ready to risk our jobs to shame someone into doing better? Probably not.

3. Conservation

The most practical and empowering answer is to become organizational conservationists.

We can take responsibility for our corner of the workplace and make sure the environment we create is clean and healthy. That means running better meetings, giving honest feedback, and helping our peers grow. It’s about stopping waste before it accumulates, whether it’s wasted time, talent, or energy.

It starts small: asking ourselves if we’re polluting the work environment, encouraging better habits in our teams, and quietly backing others who do the same. These actions may seem minor, but when enough of us do them, the impact is undeniable. Ripples can become waves.

We can also support fellow conservationists. Let’s go out of our way to lift up people who improve the workplace. Even if they’re not the most powerful or influential, they’re worth protecting. And whenever possible, we can choose to distance ourselves from the polluters. The less we enable them, the less impact they’ll have.

Reclaiming Our Workplaces

Of course, none of this is groundbreaking. We all know the difference between a good work environment and a toxic one. But thinking about it through the lens of pollution makes it click in a new way. Polluters don’t just make work annoying—they harm everyone around them.

And honestly, we don’t want to be polluters. None of us do. Framing ourselves as conservationists helps us see our role in a new light. When we choose to conserve and protect the work environment, we’re not just doing what’s right—we’re building something better for ourselves and others.

So here’s the truth: pollution in the workplace is a choice. But it’s a choice we make together. Every meeting, every interaction, every decision—it’s an opportunity to either pollute or conserve. The more of us who take pride in being conservationists, the greater our chance of creating healthy, thriving work environments.

And maybe, just maybe, we’ll leave the workplace better than we found it, and that will ultimately make quality of life better both at home and at work.

'I'm So Busy': A Signal of Organizational Distrust

I cringe whenever I ask someone “how’s it going” and they reply back with, 'I'm soooo busy.’.

Sometimes, it’s stated sincerely. But too often it’s a humblebrag, a ploy to assert status, or a facade for someone who really isn’t accomplishing much of anything. For instance, a colleague might constantly mention their packed schedule in meetings and emails, yet their actual output barely reflects the supposed busyness.

Almost always, “I’m busy" is not what someone actually means. When I hear, 'I've been so busy…,' I often wonder if what they really mean is something like:

• “I don’t know what’s actually most important, so I’m doing a little of everything.”

• “I want you to think I’m important, so I’m going to act like I am by giving the appearance that people have asked me to do a lot of stuff.”

• “I don’t know how to delegate or coach people, so I’m doing everything myself.”

• “Our organization doesn’t value results, just the appearance of results so I have to make it seem like I’m working really hard.”

• “Our culture isn’t trusting, and I’m afraid to be transparent and specific with you about my job.”

• “I don’t trust you enough or have the time for you now, so I’m making polite small talk about something other than the weather.”

• “I’ve given up because no matter how hard I try, my leadership doesn’t make a decision or ever say no to anything.”

• “I don’t know what my job actually is so I’m taking shots in the dark to try to put in an honest day’s work.”

• “Help.”

I’m quite skeptical of the phrase “I’m just sooo busy.” This phrase often serves as coded language for deeper issues. I avoid using it to ensure my words match my true intentions, and perhaps you should too.

While 'I'm just sooo busy' might seem trivial, it often masks deeper issues of mistrust and miscommunication within an organization. By saying one thing but meaning another, employees reveal a culture that does not support straightforward, honest dialogue. This should concern us all—not just as a nuisance but as a symptom of larger, systemic problems.

Hearing this phrase shouldn’t just pass by unnoticed. It should prompt us to adopt a more curious and compassionate approach, asking ourselves: What is really being said here? And why isn't there room for honesty?

Let’s challenge ourselves and our workplaces to foster a culture where transparency and trust are the norm, not the exception. What would have to be true for your organization to become a place where 'I'm busy' is no longer a common response?

The Artist’s Choice

To continue as artists, we have to keep making a choice to be out there on a lonely limb. Because artists, by definition I think, break new ground. Artists explore ideas and techniques that haven’t been done before. To be artists we have to create tension and push cultural boundaries further. It’s what we do and it’s our job.

The hard part about pushing boundaries is that it requires some level of independence and that cultural distance can be isolating.  We cannot do our job pushing the boundaries of ideas and culture if we’re beholden to them. And so we have to set ourselves apart from orthodoxies or operate in the spaces between worlds. For me, this  manifests in a feeling of, “I feel like I can exist almost everywhere, but I don’t belong anywhere.”

And so the choice. We can be artists that create tension and push the edges of things or we can be craftspeople that masterfully create something that’s already accepted - not both.

To be clear, I don’t apply this definition only to who we conventionally think of as “artists.” Sure, photographers, painters, actors, dancers, musicians, and sculptors are all artists. But so are the chefs, computer programmers, corporate strategists, public servants, doctors, parents, physicists, and teachers that push up against the conventional wisdom of their domains to explore new ground.

In addition to being lonely, choosing to be an artists has frustrating trade-offs. The idea of a “starving artist” captures it well. 

It’s hard to be paid handsomely for your work when you’re pushing boundaries, because the world doesn’t know it wants to pay for this weird, uncomfortable thing we’re exploring. If we’re lucky, maybe the world will develop a palate for what we’re doing while we’re alive, or even we’ve gone ahead. But maybe it never will.

I have felt this tension in my own vocation. I don’t really fit in anywhere in a corporate setting, even though I’ve always worked in them. I don’t have a career aspiration that’s as simple as, “I want to be a CFO” or “I want to run my own company.” A lot of the time, I don’t think my colleagues have any idea what to do with someone like me, because my skill set and aspirations are bizarre and hard to fit into existing functions. 

I suspect that if I told people at work, “the aim of my work is to bring goodness to the world by creating high-performing governments and help organizations to stop wasting talent.” They’d be like, “what the hell are you talking about?”

But that’s the choice, isn’t it? We could probably be wealthier than we are, or have more status than we do now by just creating what we know people already like. 

But that wouldn’t be art.

Snapping out of social comparison

When I’m stuck in a rut of feeling like I don’t measure up to others’ accomplishments, the advice of “remember how lucky you are” or “don’t compare yourself to others” or “focus on being the best possible version of you” just doesn’t work for me. It never has.

And in general I suppose those are good pieces of advice. They just don’t help me get out of a cycle of comparing my accomplishments to the people I went to school with or am friends with on LinkedIn.

Most Saturdays, these days at least, we go on a family walk. We live a few blocks away from a neighborhood coffee shop and we go after breakfast. Bo gets a hot chocolate with whipped cream, Robyn gets a coffee with milk, and I treat myself to a mocha - it is the weekend after all. Riley gets a extra long walk with extra time for smells and Myles is content just looking around and feeling the breeze go by as he rides in the stroller’s front seat.

And today, instead of trying to convince myself to stop feeling down about not being as accomplished as my peers, I started to wonder about trade-offs. After all, I made choices - for better or worse - that led to the spot I’m in today. And I wondered, if I had made different choices, what would I have had to sacrifice?

And I quickly realized, if I had made different choices that led to more professional success (which is mostly what drives my feelings of insufficiency, relative to my peers) I would’ve probably had to give up two things: living in Michigan and being a present husband and father. Which are two sacrifices I was absolutely not willing to make.

More or less, this was the thought exercise I went through:

And sure, after doing this exercise there were a few things that I regret and would do differently, like working harder on graduate school apps or sacrificing some of house budget for lawn care (I am irrationally embarrassed about how much crabgrass and brown patches we have on our lawn).

But by and large, thinking about the sacrifices making different choices would’ve required helped me to snap out of the doom loop of social comparison. Trying to ignore the feeling of not measuring up never works. Think about sacrifices and trade offs, was remarkably helpful.

If you also struggle with measuring yourself up to others’ accomplishments, I hope this reframing of the question is helpful to you too.

Paying Struggle Forward

I torture myself when a mission is going badly. Let’s say it’s a difficult project at work that I’m responsible for.

In the night, as I’m trying to fall asleep, I imagine myself in the CEO’s office, getting reprimanded, in front of my whole team. I feel the burn of my colleagues’ fearful, nauseated glances. I think about what I’m going to tell my wife, with a tail-between-legs posture, feeling like I embarrassed our family.

And when torturing myself in this self-imposed thought experiment, the bosses voice echoes enough to rattle my jaw. In my head I’m thinking, how did this happen, what was I thinking, why does this have to happen to me, why does it always have to be so hard?

But this week, in this particular version of my irrational thought experiment, the CEO asks me a question he never has:

“Why shouldn’t I fire you?”

And now, in a moment of clarity, I snap out of this hazy daydream. The answer is so clear to me. The boss shouldn’t fire me, because the next time we’re in this bad situation I won’t get beat. I’ve learned something.

Bad situations - whether it’s tough projects, losing a loved one, a failed relationship, an addiction, trauma, entrepreneurship, writing a book, climbing a mountain, you name it - are like viruses to me. They knock me on my ass. Sometimes, like viruses, bad situations quite literally make me ill. 

But just as bad situations are like a virus, learning from our mistakes is like an immune response. Once we get through it, we’ve learned something. We’ve developed a sort of immuno-defense any time this particular bad situation comes up in the future. And I can share those anti-bodies with others.

The imaginary CEO shouldn’t fire me, I think in my head, because I now know a little bit about how to survive this bad situation, and I can tell the others how, too.

But that means I have to put this bad situation under a microscope and study it. I have to learn from it. I have to learn it well enough to teach others and then I have to actually teach others. Which means I have to tell the story of my struggle and failure again and again.

But reframing this into a process of learning from mistakes and teaching others makes the struggle feel meaningful. When I share what I’ve learned, I’m giving someone else a line of defense against this type of bad situation. They may not have to endure the same struggle as I did. And that is gratifying.

This was a mindset shift for me. In the past, when I’ve had bad situations happen, particularly at work, I’d just struggle. And I’d get angry. And I’d pout. And I’d just live with the struggle in a chronic condition sort of way for a long time. And I’d live in fear of the CEO’s office, or whoever the boss happened to be, until I had a new success to share.

I’ve had that utterly destructive thought of, why does life always have to be so hard, so many times, in so many types of bad situations. Like when my father died. Or when I choked on standardized tests. Or when I’ve had my heart broken. Or when I’ve been way over my head at work. Or when I’ve been up with a newborn that won’t sleep, for weeks at a time. Or when we’ve lived through a global pandemic. Or whatever.

But now I think there’s an opportunity to think differently. All these struggles are terrible, yes. But they don’t have to be in vain. They can be teachable moments, for me yes, but more importantly for others. I - and not just me, we - can give others some level of immunity from the deleterious effects of these bad situations that happen to us. But only if we’re wiling to share what we learn, humbly and specifically.

The option of paying our struggles forward to our children, our friends and families, our colleagues, and our neighbors seems much better than just living through them and forgetting about them.

A high five and bat signal to my working dad brethren

I was furloughed from my job on Monday, March 30.

As a result my wife upped her hours and I luckily fell into some part-time contract work. In normal circumstances this would be a monumental life change. But alas, in these times it’s only a contextual footnote.

We hit day 100 of staying at home with the kids, all day, this past Tuesday. It has been an awakening, particularly in how I think about being a father. The highlights of this awakening are probably not terribly different for you, if you’re also a young father.

First and foremost, it’s really damn hard to be lead parent, especially because we’re both working. I realized during this quarantine exactly how my wife puts our family on her back and carries us, day after day. It’s nothing short of astounding, and that’s not even emphasizing the economic value of that unpaid care-giving work.

But every day, I find myself thinking of this bizarre situation as a blessing. I get to be a stay-at-home dad. This was the paternity leave I never had the chance to have.

Being a working dad is frustratingly hard, and most days someone in our house has a meltdown, despite my best efforts. But being a full-time dad is the best “job” ever, most of the time. It has far exceeded my already high expectations. I would have never been able to understand what I was losing had this pandemic never happened. To boot, consistently getting the really hard reps of solo-parenting has made me a much better father. It’s embarrassing how clueless I was three months ago. What a blessing this has been.

It’s remarkable that so many dads are experiencing this role-reversal at the exact same time. I think it’s an inflection point because a curious thing seems to be happening culturally.

If you’re a parent to young children, I wonder if you’ve noticed this too: being a “working dad” feels a lot more normal. It’s like being a “working mom” was a thing before and being a working dad is finally a thing now too. By that I mean working dads seem to have become a real constituency with a common set of experiences, preferences, and at least some awareness of its existence as a group.

Before the pandemic that mold we were forced into as working dads - and men generally, to some degree - was much more rigid. To be a working dad was to grind at work, not talk about your kids much unless asked or unless you were complaining a bit. You talked about sports, business, alcohol, or politics with your buddies. You help out your partner but you’re still the primary breadwinner and they’re the primary caregiver, and those roles have specific expectations. And maybe you have one relatively masculine and socially expected hobby like working out, brewing beer, playing fantasy football, trying new restaurants, woodworking, a side hustle, or something like that.

And I could go on describing this persona, and I admit that I’m painting in broad strokes - but if you’re a parent of young children you hopefully intrinsically understand the motif I’m outlining. And candidly, the mold of what I feel like I am supposed to be as a young father is frustrating on a good day and sometimes becomes suffocating.

But something feels different now.

Most nice days over the past three months the boys (Bo, Myles, and our pup Riley) and I would go for a walk in our neighborhood before lunch time. Along the way we met a lot of neighbors. That was fun and expected.

I did not expect to meet a lot of other young fathers who were walking with their kids just like I was. Some were also furloughed, and everyone I met actually talked about it openly. Others were still working but were also splitting parenting duties with their partners. I even saw one of my neighbors outside this past week with his baby daughter on his lap, taking a conference call.

And, these neighborhood dads and I, we actually had conversations about what we’re thinking and feeling about as fathers right now, even if briefly. And these conversations with my neighbors about fatherhood had the same kind of easy, open feel as the conversations I hear my wife having with other moms. These were conversations that rebelled against the rigid, masculine, mold I’ve felt restrained by.

This is the first time I ever felt a culture of working dad-hood growing into my day-to-day life. Prior to this pandemic, I only ever talked openly about being a working dad quietly and with my closest friends. Now it’s something that feels more acceptable, probably because this pandemic has given young fathers a shared and significant life experience.

And now that many of us working dads are starting to go back to work and more “normal” activity is happening, I see this change more clearly. And I think it’s for the better. But my call to you, my working dad brethren, is that we cannot put up with some of this BS around being a parent any longer. We have to be done with this foolishness.

When we go back to work, we can’t put up with:

• Feeling awkward about taking our kids to the doctor or cutting out of work early to care for our families

• Hiding the stresses of being a working dad

• Ridiculous policies that don’t provide men (or women) enough paid leave after birth or adoption

• Poorly managed teams that have meetings that always run over or go back to back. Our time is too valuable to waste on nonsense

• Workforces that don’t have gender diversity, and therefore skew toward a culture of being an old-school boys club

• Working all the time and being expected to work during family and leisure time

• Work cultures that emphasize useless face time at an office. I’m not even convinced that most companies are managed well enough to see a measurable difference between co-located teams and remote teams

There’s so much more we shouldn’t put up with; these are only a handful. Especially now that we understand being working fathers so much more intimately than we did three months ago, we should hold ourselves and our companies to a higher standard.

And the best part is, refusing to tolerate this foolishness is not just the right thing to do or a timely topic, I think it’s very possible that if we hold ourselves and our teams to a higher standard it’ll lead to higher profits, happier customers, and thriving teams.

Working moms have been pushing this agenda for some time, and I think it’s time for us join them in a big way.