> Is there a name for this type of fatigue (or perception thereof)?
I think of it as lack of motivation combined with low-grade frustration from not being allowed to shift to something worthwhile. Paul Buchheit is obviously a self-winding guy. But put him in a context where he's expected to do things he doesn't care about and is forbidden to do things he does care about and all the air goes out of him. That's certainly what it's like for me.
Companies should learn a lesson from this. When I'm managing I work hard to build close-knit, cross-functional teams that score well on Pink's Autonomy/Mastery/Purpose triad. Purpose is the foundation: you have to give the team something meaningful to do and then connect them to that meaning. Autonomy comes next: you give them broad long-term goals and near-term milestones and turn them loose. They should always feel independent but accountable. Mastery comes from letting them meet and overcome challenges, learning as they go, but it doesn't hurt to support them by providing them coaching, access to experts, and any training they ask for.
Buchheit is clearly exceptional, but I think everybody benefits from environments that support his approach to the world. Every child is curious and exploratory. Many have that beaten out of them by industrial-model education and top-down corporate workplaces. But I don't think it's ever truly gone, and I think businesses really benefit if they deeply engage their staff.
I think of it as lack of motivation combined with low-grade frustration from not being allowed to shift to something worthwhile. Paul Buchheit is obviously a self-winding guy. But put him in a context where he's expected to do things he doesn't care about and is forbidden to do things he does care about and all the air goes out of him. That's certainly what it's like for me.
Companies should learn a lesson from this. When I'm managing I work hard to build close-knit, cross-functional teams that score well on Pink's Autonomy/Mastery/Purpose triad. Purpose is the foundation: you have to give the team something meaningful to do and then connect them to that meaning. Autonomy comes next: you give them broad long-term goals and near-term milestones and turn them loose. They should always feel independent but accountable. Mastery comes from letting them meet and overcome challenges, learning as they go, but it doesn't hurt to support them by providing them coaching, access to experts, and any training they ask for.
Buchheit is clearly exceptional, but I think everybody benefits from environments that support his approach to the world. Every child is curious and exploratory. Many have that beaten out of them by industrial-model education and top-down corporate workplaces. But I don't think it's ever truly gone, and I think businesses really benefit if they deeply engage their staff.