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The Myth of Work-Life Balance

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There is no real work-life balance distinguishing between who you are at work and who you are at home or elsewhere. It’s one of those ancient, inherited survival myths. But it’s been a struggle handed down over the years from one generation to the next, simply because until recently, you didn’t have a choice about whether you worked or the type of work you did.

Work has been, and still seems like it is, an obligation forced upon us in one way or another. In the past everybody did some work or other, based on inherited patterns. You had to work, and you did the work the way you were told, or you didn’t survive. (We don’t let go of survival mechanisms very easily.)

In our present society, which is distinguished by a transformed conversation, everything happens or gets accomplished governed by where you stand, or a stand is taken in the matter of who you are in accordance with some relevant part of the perception of your surroundings, or else it doesn’t exist.



Your life can occur as choice, or it can occur as an obligation. Either way it will occur in accordance with the structure of your existence — in other words, where you stand in life in conjunction with the relevant purpose of your life towards, and in relationship to, other people and the evidence as seen by the results you have to show for the existence of your life. That structure, acting as a formula, together with the operating system as its base, actually does balance your life. This is the way your life is balanced.

Your purpose in life, for which you are fundamentally responsible, covers the whole spectrum of your life. As far as the term business is concerned, when you look at everything that’s going on in your life, the term business can simply mean the business of getting something done — whether it’s getting something done at work or at home. But you are the same person all the same.

It’s your choice as far as the responsibility you are taking on for yourself and others is concerned. What is distinct and different are your actual specific accountabilities. Some of those accountabilities occur at work, some take place at home, and some take place in other areas of your life, but wherever they occur, you are the same person fundamentally speaking.

Typically in the work place, companies and the employees and executives of those companies have inherited and been taught a paradigm that says to us that going to work means going to work for someone else, a place to where you bring that paradigm, as a conversation. It is not a place to which employees have to feel like they belong in order for the company to be successful. In a typical workplace, you carry out your tasks and duties for someone else. Hopefully there is some reward when the task or job is completed, but there isn’t always.

So over the years there has been the continuation of a hierarchy structure, which is still in place for the most part to this very day, simply to try to manage people by control and compliance. The place of work wasn’t necessarily somewhere where you were given a choice as to whether you felt as if you belonged there. It was somewhere where you had to go to earn and make a living. But you didn’t necessarily have to feel you belonged there. Your feelings were not part of the condition driving the success of the enterprise. That was not a necessary or even relevant conversation you had to have for you to feel free about whether you belonged there or not. Embracing freedom wasn’t part of your job sheet.

Today the closeness of our society, especially the way society shows up in the workplace, is our choice. That choice can be driven home in the ways in which we take responsibility for our lives by allowing ourselves to apply the structure of existence without any need whatsoever to tolerate any upsets or disagreements of any sort along the way. Or else we can continue to be governed by an inherited past, to shape our lives and be driven by obligations to work under the ancient managerial principles of compliance and obligation.
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 driving  structures  employers  shapes  principles  responsibility  existence


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