There are many things we cannot control in life. One thing we can control is how we do things and how we perceive them. This includes our work, our reactions, and our character.
If we are miserable with the work we do, part of that responsibility falls on us. It is not entirely our boss’s fault or our colleagues’ fault. We decide how we show up every day. We need to ask ourselves how we can make things better and how we can become the best at what we do, regardless of what that work may be.
There was a janitor who cleaned under rugs, behind furniture, and behind doors. His supervisor noticed the extra effort and became curious about why he went through so much trouble when no one ever looked in those places.
The janitor responded that he looked there and he knew.
Although it took him longer to complete his work, he did it well. He believed his purpose was to ensure people felt clarity and freshness whenever they entered a room in the office building. He focused on what he could control and took pride in it.
These are powerful habits to develop because they translate into every aspect of life. If we can do something well even when it does not fully motivate us, imagine what we can accomplish when we find something we truly love.
It does not matter what type of job someone has. Every role matters and every task should be done properly because our work impacts the people around us. When everyone performs their role well, people begin to work in sync and create a healthy flow together. This leads to a stronger work environment and often produces great accomplishments.
If you think the person picking up the garbage around the office is not important, imagine if they stopped doing it for a month. You would quickly gain an appreciation for the value they bring.
Everyone plays a role. How you do your job is within your control.
Whatever you do, do it well — not for others, but for yourself.
You do not control much in this life, so why not take full control of your effort and make something meaningful out of it?
Take care.
