The Future of Work | JEN FISHER | TEDxMiami

Summary

Jen Fisher shares her personal journey of battling cancer and burnout, exploring how both shaped her understanding of well-being and leadership. She reflects on the misconceptions of success and the toll overwork takes on mental health. Fisher advocates for a shift in workplace culture, where well-being is prioritized and burnout is treated as seriously as physical illness. By encouraging leaders to foster human sustainability and challenging outdated work models, she envisions a future where well-being is not a luxury, but an integral part of our work lives.

Takeaways

• 🎯 Overcoming adversity: The speaker faced a cancer diagnosis, which shifted her mindset and helped her grow as a leader.
• 💪 Resilience: Despite being unwell, the speaker continued to work, setting boundaries and prioritizing rest during her cancer treatment.
• 🏆 Redefining leadership: Her experience with cancer made her a better leader by emphasizing that well-being isn't about luxury but daily decisions, especially during tough times.
• 🔥 Burnout vs Cancer: While cancer was a visible challenge, the speaker identified burnout as a harder, invisible struggle that people often don't talk about.
• 🔄 Changing perspectives: The speaker realized that success isn't just about hard work and high performance. Many high performers are actually unwell.
• ⚡ Importance of boundaries: The speaker emphasized the need to set and communicate boundaries, comparing how people allow themselves to rest with cancer but not burnout.
• 👥 Leadership evolution: The skills needed for leadership are shifting, with more emphasis on human skills, such as fostering well-being and supporting others, not just focusing on bottom lines.
• 🚨 Systemic burnout: Burnout is a systemic issue, not an individual's problem. Workplaces need systemic changes to support human sustainability.
• 🤝 Work redesign: The speaker believes that work needs an upgrade. The current system doesn't support well-being, and organizations should co-create solutions for better work conditions.
• 🌱 Future of work: The speaker predicts that future generations will look back at today's work culture with shock and see this time as the beginning of a shift towards prioritizing well-being.

Q & A

What was the initial health concern that Jen Fisher faced?

Jen Fisher found a lump, which led to a mammogram, ultrasound, biopsy, and eventually a cancer diagnosis.

How did Jen's boss respond when she considered stepping down from her role due to her illness?

Jen's boss told her that stepping down would be a mistake and that her experience could help her become a better leader. He emphasized that wellbeing is not just about luxury but about the daily choices we make, especially during tough times.

How did Jen Fisher’s mindset change after talking to her boss?

After her boss's encouraging words, Jen shifted from a fear of dying to believing that her cancer had a purpose, which helped her continue working and manage her health.

What personal boundaries did Jen Fisher establish during her cancer treatment?

Jen was careful about what she said yes to, always made time for rest, and ensured that everyone respected her boundaries.

What does Jen mean when she says ‘burnout was harder than cancer’?

Jen felt that burnout was more difficult because it was invisible and not widely recognized, unlike cancer, which allowed her to openly seek help and rest.

What realization helped Jen not quit her career due to burnout?

A wise mentor helped Jen realize that quitting wouldn't solve her problems and that the real issue was how the workplace treated burnout and well-being.

How does Jen describe the workplace’s current approach to burnout?

Jen explains that burnout is often treated as a temporary issue that can be fixed with rest or vacations, but it requires deeper systemic changes in the workplace to address its root causes.

What is Jen's view on productivity and well-being in business?

Jen argues that productivity doesn't always equal well-being, and people can perform well while being incredibly unwell, highlighting the need for businesses to reconsider this relationship.

What leadership qualities does Jen believe are essential today?

Jen believes today's leaders should possess 'human skills,' focusing on people’s well-being, rewarding the growth of individuals, and fostering human sustainability over just financial success.

What long-term societal change does Jen foresee regarding workplace well-being?

Jen predicts that in the future, society will look back on today's workplace burnout with shock, just as we now view working conditions during the industrial revolution, and that well-being will eventually become a core outcome of work.

Outlines

00:00

🎗️ Confronting Cancer and Shifting Perspectives

Jen Fisher recounts her life-changing experience of discovering a lump after her 40th birthday and being diagnosed with cancer. She explains how her initial fears shifted thanks to her boss's supportive response, encouraging her to see this health challenge as an opportunity to redefine her leadership role. Fisher learned to focus on wellbeing, setting clear boundaries while undergoing treatment. She reflects on how this experience transformed her mindset and leadership style, emphasizing that true wellbeing is found in daily decisions and resilience during difficult times.

05:01

🔥 The Struggle of Burnout: A Hidden Challenge

Fisher describes how her most significant challenge wasn't cancer, but the burnout she experienced earlier in her career. She talks about the overwhelming workload, long hours, and the pressure to succeed, which left her emotionally exhausted and disconnected. Unlike cancer, burnout lacked visibility and acceptance, leading to feelings of isolation. She emphasizes the misconception that burnout can be resolved with rest or vacation, drawing a parallel between how seriously we treat illnesses like cancer versus burnout, despite its profound impact on mental and physical health.

10:01

💼 Redefining Work and Wellbeing

Fisher discusses the need for a paradigm shift in the workplace, especially in how burnout is addressed. She shares how she initially thought quitting her demanding job was the only solution, but a mentor helped her realize that the root problem lies in the work culture itself. Fisher advocates for creating work environments where wellbeing is prioritized, challenging the idea that productivity equals health. She highlights how work has become a key determinant of overall wellbeing and calls for systemic changes to prevent burnout, encouraging leaders to see the broader impact of their company cultures.

🧘 Leadership with a Focus on Human Sustainability

Fisher stresses the evolving role of leadership in modern workplaces. She argues that operational and financial skills are no longer enough, and what’s needed now are human-centered leadership qualities. Great leaders must care about their people as much as the bottom line, rewarding personal growth alongside business performance. Fisher critiques the notion of servant leadership, advocating for a balance where leaders care for themselves while also supporting their teams. She emphasizes that fostering human sustainability through healthier company cultures is crucial to addressing the burnout epidemic.

🌍 Collective Change: The Future of Wellbeing in Work

Fisher concludes by discussing the systemic nature of wellbeing challenges in the workplace. She argues that burnout cannot be resolved by individual actions alone but requires a collective shift in how work is designed and perceived. Comparing today's work culture to past industrial conditions, she predicts that future generations will look back at this time as a turning point. Fisher calls for a new era where wellbeing is integrated into the fabric of work itself, moving beyond reactive measures to a proactive focus on human sustainability, urging us to co-create a better future together.

Keywords

💡Wellbeing

Wellbeing refers to a state of physical, mental, and emotional health. In the video, the speaker discusses how wellbeing is not about luxury or superficial wellness practices like massages but the everyday decisions we make, especially during challenging times. The theme of the video emphasizes the importance of maintaining wellbeing in all areas of life, particularly in the workplace.

💡Burnout

Burnout is a state of physical, emotional, and mental exhaustion caused by prolonged stress or overwork. The speaker describes their experience with burnout, feeling exhausted, unable to sleep, and emotionally volatile. Burnout is contrasted with more visible illnesses like cancer, highlighting how it can be overlooked because it doesn’t have a concrete medical diagnosis. The video advocates for treating burnout seriously in the workplace.

💡Cancer

Cancer is a life-threatening illness, and in the video, the speaker shares her personal story of being diagnosed with cancer. While it was a challenging experience, the speaker compares it to burnout, stating that cancer was easier in some ways because it was visible, and people understood the need to rest and seek help. The contrast between cancer and burnout underscores how burnout can be more insidious.

💡Boundaries

Boundaries refer to personal limits that define what we are comfortable with in terms of work, social interaction, and self-care. In the video, the speaker talks about setting firm boundaries during her cancer treatment and how it was essential for her recovery. She emphasizes that boundaries are only effective if they are upheld and communicated, making them a key component of maintaining wellbeing.

💡Leadership

Leadership is the ability to guide and influence others. The speaker argues that the qualities of effective leaders are changing, focusing less on financial or technical skills and more on human skills like empathy, supporting others, and fostering wellbeing. This new form of leadership is necessary to address systemic issues like burnout and create a healthier work environment.

💡Work-life balance

Work-life balance refers to the ability to maintain a healthy equilibrium between professional responsibilities and personal life. The speaker reflects on her previous experience working nonstop, where weekends and holidays blended into work, leading to burnout. The video advocates for redefining success to include personal wellbeing and sustainability rather than continuous overwork.

💡Systemic solutions

Systemic solutions address problems at the root, tackling the larger structures and processes that contribute to an issue. In the video, the speaker stresses that burnout and wellbeing are systemic problems in the workplace that require systemic changes. Rather than placing the burden solely on individuals, organizations need to reevaluate how work is designed and managed to promote long-term wellbeing.

💡Productivity

Productivity refers to the efficiency with which tasks are completed. The speaker challenges the notion that high productivity always indicates wellbeing, sharing her experience of being high-performing yet deeply unwell. The video questions traditional views of productivity in the workplace, suggesting that it should not come at the cost of personal health and wellbeing.

💡Human sustainability

Human sustainability is the idea that workplaces should be designed to support the long-term health and wellbeing of employees. The speaker discusses how businesses often focus on financial sustainability but neglect the human aspect. The concept ties into creating environments where employees can thrive without sacrificing their health, a central theme of the video.

💡Servant leadership

Servant leadership is a leadership philosophy in which the leader's primary goal is to serve others. The speaker critiques this model, arguing that it often overlooks the leader's need for self-care. She suggests a more balanced approach, where leaders take care of themselves first so they can sustainably support others, reinforcing the broader theme of wellbeing in leadership.

Highlights

Jen Fisher shares her personal experience of receiving a cancer diagnosis just after her 40th birthday, which profoundly impacted her outlook on life and work.

Her boss’s response to her concerns about leading well-being while being unwell shifted her mindset, encouraging her to see her cancer journey as an opportunity to embody the true meaning of well-being.

Fisher explains that well-being is not about luxury but about daily decisions and boundaries, particularly during challenging times.

She discusses her journey through cancer treatment, working while managing her health, and how others respected her boundaries, demonstrating the importance of communication and personal limits.

Jen Fisher recounts meeting Lenny Kravitz during a work trip to Las Vegas, showing how she maintained her sense of self and life outside of her illness.

While cancer was a significant challenge, Fisher shares that her biggest struggle was burnout, which occurred earlier in her career while working excessive hours.

Burnout, unlike cancer, is harder to diagnose and talk about, making it difficult for individuals to seek help, even though it severely impacts well-being.

She contrasts how cancer is visible and widely recognized, while burnout remains invisible, misunderstood, and often dismissed as something that can be fixed by temporary breaks.

Jen Fisher advocates for treating burnout with the same seriousness as illnesses like cancer, emphasizing the need for systemic solutions.

She highlights that people can be high-performing and still be deeply unwell, challenging the notion that productivity equals well-being.

Fisher discusses the changing skill set needed for leaders, emphasizing human skills over just operational or financial expertise, with a focus on people’s well-being.

She promotes the idea that leaders should not only focus on the bottom line but also prioritize the well-being and development of their teams.

Fisher critiques the concept of servant leadership, arguing that well-being as a leadership skill starts with leaders taking care of themselves first.

She calls for a shift from placing responsibility for well-being solely on individuals to a systemic approach that ensures long-term human sustainability in organizations.

Fisher concludes by predicting that future generations will look back at the current workplace culture of burnout and see this period as the moment when society began to prioritize well-being.

Transcripts

Transcriber: Elena Wang Reviewer: Walaa Mohammed

Ladies and gentlemen, Jen Fisher.

I got the call just after my 40th birthday.

I'd found a lump and I didn't think much of it until a mammogram turned into

an ultrasound, a biopsy and then a concerned look on the technician's face.

I was not prepared to hear the words, You have cancer.

I thought I was going to die.

I started to tell my family and friends,

and then I worked up the courage to tell my boss.

I said to him, I understand if you don't want me to be

the chief wellbeing officer anymore, how can I lead wellbeing when I'm unwell?

He said, Jen, you're a really smart person.

But that is the dumbest thing I've ever heard you say.

He went on to say this is an opportunity, albeit a really sucky one,

to walk the talk on what wellbeing really means.

Wellbeing isn't massages and luxury.

It's the culmination of the daily decisions that we make for ourselves,

especially during challenging times.

You're going to get through this and you're going to be a better leader

because of it. His response changed everything

for me in my mindset shifted to I'm not going to die.

And there's a reason for this. This was my purpose.

I continued to work because I wanted to.

But I was diligent about what I said yes and no to.

And I always made time for rest. And everyone honored my boundaries.

Because no one asks you for just 15 minutes when you're getting chemo.

And my doctor said, as long as you feel well enough,

don't stop doing the things that make you you.

So I went to Las Vegas for a work meeting, and I got to meet Lenny Kravitz.

And although I had a pretty great wig, his hair was still cooler than mine.

My boss was right. I'm seven years cancer free.

Thank you. And I am a better leader. Not because of cancer. Despite it.

But cancer actually wasn't my biggest challenge.

It was something that happened several years before.

I've been sitting at the right hand of the CEO of a multibillion dollar company.

I was working all hours of the day and night, weekends, holidays.

They all blurred together.

And I thought to myself, this is just what I have to do to be successful.

And I was praised for it. I didn't have role models around me showing me anything

different. So I copied what other people did because

I perceive them to be successful.

Yet I never actually define success for myself.

I was exhausted, but I couldn't sleep.

My emotions were either really high or really low,

and I was the master of phrases like,

I'll rest when or I'll take a vacation win or I'll be happy when?

I was losing myself little by little. And I didn't even know it.

And loved ones began expressing their concern for me.

But I felt like they just didn't understand.

The work I was doing was so important. It's not like I could just walk away.

And that's what burnout looked like for me.

When I had cancer, I felt like it was acceptable to talk about it and to ask

for help. But burnout is different.

And because there's not a concrete medical diagnosis for burnout.

Some even question its validity. And at the time, so did I.

Because on the outside I was a picture of success.

But on the inside I was at my rock bottom without

an idea of how to get myself out of it. And when I looked around.

Everyone seemed to be doing just fine.

So I felt like if I told someone that I wasn't okay,

they would think I didn't belong. And as crazy as it may sound.

I often felt that cancer was easier than burnout.

When you're going through chemo, it's visible. Burnout isn't.

And many in the workplace still believe that burnout can be fixed by resting

over the weekend or taking a vacation at the end of a grueling project.

Or better yet, by taking a company sponsored yoga class.

But what if we actually treated burnout in the workplace as seriously

as we treat cancer?

So I struggled to accept that this career that I had worked so hard,

that I had worked so hard for was never going to work for me.

And I thought that my only option was to quit.

But then in a conversation with a wise mentor,

she helped me realize that quitting wouldn't actually solve the problem.

And it's that realization that has become my mission to help create

the world of work that we all want to work in.

So I started to build a business case,

But the only research that existed at the time was around sports and

the idea that wellbeing fuels high performance.

But that isn't always true in business.

Productivity doesn't always equal well-being.

People can be high performing and incredibly unwell.

I know because I was one of them. And here we are today.

When many in the workforce are burnt out from the C-suite on down,

people are reevaluating the role that work plays in their life,

and work has become a critical determinant of our well-being.

And in this time of collective burnout,

we're recognizing that it isn't the fault of the individual

or of human resources, that burnout isn't a weakness.

And the conversation around wellbeing at work is changing. And yes, it's true.

Work looks different for each of us.

Some work behind a computer, others with a paintbrush in their hand.

Others drive a vehicle. But no matter what work looks like for you,

it impacts your well-being.

And while technology has given us many benefits,

it didn't deliver on the promise that it would make us more efficient

and therefore we'd have more free time.

Instead, it's only created a 24 hour work cycle and

a very real fear of missing out.

And we live in a world with a constant sense of urgency where everything's

a priority. Which by definition means nothing's a priority.

Where we are rewarded for giving 110% .

But how can you actually give 110% of anything?

It's statements like these that perpetuate the belief that

the only way to be successful is to overwork.

And of course, we all want to be seen as hard workers.

What is it about working hard or is it about working well?

So what should we do about it? Should we all just quit?

I think there is something we can do about it,

and I'm going to share three ideas to get us started.

First, as cliche as it may sound, it starts by taking care of yourself.

None of this works without that.

If you are burnt out, your perspective of what good looks like is how to focus.

We all need to know what our non-negotiables are.

For me, I'm known for the gen exit,

which means that no matter where I am or even who I'm with,

when it's time for me to go to sleep,

I get up and leave most of the time without even saying goodbye.

Who's with me?

Because we've been misled to believe that self-care is wine Wednesdays

or bubble baths, that it's something that we've earned

because we're completely exhausted. And I'm here to tell you.

That your boundaries are worthless if you don't uphold and communicate them.

But when we honor our own boundaries, other people respect them too.

So we all need to be asking the question.

Why do we give ourselves permission to rest when we have cancer,

but not when we're burnt out?

And leaders. They play a huge role in answering this question.

Which brings me to my second point.

The good news is that the skill set for what makes a great leader is changing.

And while operational, financial

and technical skills will always be relevant,

what's needed now are human skills.

And here's what I think this leader looks like.

They don't just focus on the bottom line because they know without good people,

there is no bottom line. They don't just reward you for how you grow sales.

They reward you for how you help grow people.

They don't just believe that high productivity is a measure

for good well-being because they know it can also be a signal for burnout.

They don't just invest in the latest employee wellness programs.

They invest in creating company cultures that are committed to human

sustainability. And they don't just define our value in life by

the work that we do because they know that work is just one of many inputs to

a well-lived life. There's this term servant leadership that's become really

popular over the last several years.

But I find this term to be really confusing because it puts all of

the focus on the leader taking care of everyone else above themselves.

And it doesn't have to be either or.

But well-being as a leadership skill set begins with taking

care of yourself first.

And finally, let's face it.

Whether you're the CEO of a company or an employee,

we're all staring down the same hard truth.

Well-Being is a systemic problem,

and it's going to require systemic solutions.

We need to challenge the barriers,

bureaucracy and behaviours that are keeping us working in ways that are no

longer working for us. If you have an employee struggling with burnout,

you cannot expect them to take a week off and come back to

the same environment with a different result.

And what's increasingly clear is the way that work is designed.

Well, it's time for an upgrade, because even during a worldwide pandemic,

when so many of us learned that we can work differently,

we still instinctively want to go back to the way that it was,

even though the way that it was and the way that it is leaves

a lot to be desired. So in order to move forward,

we need to stop pointing fingers and placing blame.

We need to move from the legacy mindset that well-being is solely

the responsibility of the individual to

the more forward thinking notion of human sustainability,

which supports the collective long term wellbeing of individuals, organisations,

the climate and society. Work needs to be co-created and we all have

a role to play. And we didn't get here overnight.

So we're also not going to fix it overnight.

But we look back now and how people work in factories during

the industrial Revolution was shock.

We can't imagine the working conditions, the long hours, the few breaks,

the extreme temperatures. And 25 to 50 years from now.

And I hope it doesn't take that long.

Our kids and grandkids are going to look back on this time with the same emotions.

They're going to see the collective burnout,

but they're also going to see this as

the moment that we decided to come together to do things differently,

to make wellbeing the outcome of our work and not a luxury.

Well-Being is our future. Join me on this journey. Thank you.