pablo pernot

Making your job

A haunting question among the people around me, especially the youngest ones: how do you find the ideal job, project, mission, product, environment, etc.? The one we will kiffer, love, be proud of, for whom we will get up in the morning?

How to find it? Find it?

In fact, the answer is probably how to make it! How to design it!

When I meet the benexters (the people of beNext), this question is a recurring one. I’m questioning them, what would be the ideal job for them? And what is stopping them from getting it today? If they had no constraints, what would they change today? I mainly talk to product owners, scrummasters, coaches, coaches, developers, rh, bizdev. I don’t know if my point of view can help in other environments, but I know that in theirs it must be the case, I have applied these principles to myself for a long time, and I hear that I have “done my job”.

Not having a a priori

I stopped asking people what context they would like to work in. I understood that all this was an illusion. When some people tell me I don’t want to work for a bank, but in the media or culture, I don’t want to work for a big company, but for a startup, I explain to them that I have learned over time that you can’t know what an environment has in store for you until you spend time there. That appearances can be deceiving. That the department of a company does not necessarily reflect the image of the neighbouring department. That the startup or the media/culture organization may not have organizations that reflect their business, and vice versa. So, no a priori unless of course the subject of a company is contrary to your convictions and you do not wish to participate, which I can easily understand.

Have you tried it? And what did it lead to?

Do and don’t lecture

Before you have great theories about your ideal position, and what the organization and its dynamics should be, try to carry out actions that produce concrete results. Try to undertake things to the end, to learn, to understand better. Too often we ask for something else without even trying to participate in something to the end. To get a real look at things. To measure a real impact, and learn from this journey.

Did you lead something to the end (even if the end is failure)? And what did you learn?

Feeling allowed

The most important thing to do to make your own job is probably to feel authorized to do it. And to feel authorized, it is best not to have to ask for authorization. That the authorization be granted. And for authorization to be obtained the easiest way is to do something that does not require authorization. For this purpose, it is best to experiment. In other words, to move forward from short tests to which we will come back if they are not conclusive. And if they are conclusive, well, you started building your job the way you thought it should be done. And another experiment will follow the one that worked and will become an achievement, and then another one, then another. You will have built a meaningful whole much faster than you think. You don’t build your job overnight, you build it as you go.

Clarify and secure others to free themselves

Constraints often come from the people you work with. There are two postures that seem important to me in order not to get stuck in the quicksand of a relationship that would hinder your learning.

The first is to clarify things. You are asked for something that makes no sense to you, does not bring value, is impossible to achieve within the time limit. The person asking for this is usually your leader. It is counterproductive, unnecessary, unpleasant, cheating, avoiding, or sabotaging. It won’t do you much good except to make things darker and harder. On the other hand, I suggest that you clarify your position on this subject: make it clear that you think that (a) it does not bring value, or (b) it is unnecessary, or © it is impossible to achieve within the given time frame. But by adding: you are my leader, so I will try to do my best and follow this request. Either you’re wrong and you’ve learned a lot. Either you are not mistaken and the person who asked you for the task will recognize it and the relationship you will build at work will probably be rich. A real dialogue seems to be established, it is also the best way to make your job. But if the person does not recognize it, you will nevertheless remain much more audible the next time the situation occurs. No one will be fooled, no one can be falsely fooled, in fact no one is ever fooled, but then it will become obvious. However, everyone has the right to make mistakes. What I want to express here is that the first thing to build a dynamic with the people around you is to clarify the situation in order to better respond to it. By not being clear, situations get bogged down. With clarity (no bravado, no provocation) you will know if you want to leave, when and why, and if you want to continue, and why.

The second is to secure the people around you. To buy your freedom, leave them alone. Generally it is a matter of avoiding being responsible. What is this person afraid of? What does this person need to avoid feeling in danger? If you can answer these questions, you will probably save space for yourself.


making experimenting job