Like most professionals in this field, my discovery of optometry had nothing to do with any innate sense of vocation. Thirty-six years ago, opportunities for new professionals to enter the optical sector were limited. The reasons for this can be found in the political, sociocultural, and economic context of the time. It was a country undergoing profound transformation and expansion, yet still deeply rooted in tradition. Looking at the current generation of opticians and optometrists between the ages of 45 and 60, a large portion of them will have family connections, direct or indirect, to their first employer in the sector. The exception would have been one or two more ambitious and entrepreneurial employees who, through training, sought to expand their knowledge and improve their economic circumstances.
We all learn early on to understand and conform to a set of social rules. I would say there are two major phases in our social development. The first phase, that of school, is when we are mere receptacles for a set of sociocultural rules and knowledge, and when we are allowed to develop the various dynamics of group interaction. The second period, that of the test, consists of applying and sharing those values and knowledge—work. Somewhere in between lies the moment when we are allowed to choose a profession. A challenge far more complex than it appears at first glance, at an age when the inconsistency of self-knowledge triggers multiple conflicts. In which one of the greatest battles of social integration takes place: that of acceptance. Where the euphoria of endless challenges coexists with passion, dreams, and the merciless reality of routine and commitment. Indeed, it does not seem to be the most opportune moment to make a career choice. Yet, we are forced to do so.
It is a considerable privilege to discover at a very early age the true calling for which we believe we were born. More often than not, people discover it late in life, and it is likely that the vast majority will never come to know their authentic, innate vocational aspirations. Confucius said, “Choose a job you love, and you will never have to work a day in your life.” We know how difficult it is to apply this premise. Developing a natural ability and reconciling it with the demands of a demanding job always seems to require divine intervention. The structure of contemporary societies is stifling when it comes to reconciling an innate and spontaneous predisposition for the specific role of a position with the function performed within an organization’s economic framework. We are forced to pay our monthly bills. Survival compels us to choose a job for which we are not suited, and sometimes we are not even allowed to develop the talent needed to perform it. This contradiction seems irrelevant and is accepted as one of the unspoken rules of society.
The dynamics of the global economy have led to the abandonment of preconceived ideals, such as that of a job for life. The aspiration to pursue a career in banking or as a civil servant has become limiting in terms of professional ambition. Moreover, profound social and economic changes are fueling a growing sense of insecurity that quite naturally extends into our personal lives. If we add to this the countless stresses of the daily routines of a job we force ourselves to accept, the impact on mental health will be significant. This will be a huge cost to society, with dire consequences for the family ecosystem.
Today, we live longer and enjoy a higher quality of life. Average life expectancy is approximately 700,000 hours, or 80 years. Advances in science have contributed to a significant increase in the average age at which people remain in the workforce. At the same time, over the past 30 years, we have witnessed the squandering of the value and experience acquired by people over the age of 65, even though they continue to possess the intellectual and physical capacity to actively participate in society. We are all also learning how to make the most of these valuable resources.
We spend about 20% of our lives (140,000 hours) commuting and working. These figures highlight the urgency of discovering the true meaning of the roles we play. This will contribute positively to our happiness. Some studies have concluded that most workers do not find meaning in what they do. Productivity and commitment are proportionally higher among individuals who find happiness and meaning in their daily professional tasks. The topic of happiness at work is the subject of study in positive psychology and sociology, and a concern for organizational leaders and policymakers. Seeking personal balance involves finding emotional stability in the environment where we spend the most time. There is no dichotomy between personal, family, and professional life. Rather, there is a complex interdependence between these two spheres. They are extensions of one another with reciprocal effects, shaping how we work and our ability to interact with the world. The significance of the worker’s role in the production chain is truly vital. It compels the organization to respond with a humanistic philosophy; otherwise, the consequences for mental health in society will be dire.
Isn’t it enough to be well rewarded for your performance—with a good salary and a few “pats on the back”? Or to belong to an organization that strictly upholds the principles of
compliance alongside a humanistic philosophy? So what is it that we are lacking in order to find happiness at work? Striking a balance between talent and the pursuit of a career may encapsulate a large part of what constitutes success at work. Learning to enjoy what we do is a path to well-being and mental health stability. While the concept is not new, it deserves to be developed and treated as an important tool for achieving significant levels of efficiency within teams. The Development of Personal Talent for Non-Vocational Tasks (DTPTNV) is a topic that should be central to training programs.When we embark on a career, we bring with us the philosophical ideals of our post-adolescent years. The first major challenge is to adapt those concepts and translate them into practical value. Finding in each task the joy of learning that goes far beyond the job itself. The consolidation of our identity and the affirmation of our role as a key element in the organization’s production chain. Insurmountable barriers cannot be erected between who we are and what we desire, and what we professionally execute within organizations. A lack of flexibility leads to failure, personal dissatisfaction, and the failure to meet company goals. The Development of Personal Talent for Non-Vocational Tasks (DTPTNV) is a fundamental tool for understanding the philosophy of work in society and for the full performance of our duties. Change does not always mean the right answer to our problems or the leap toward our dream career. The emotional cost of change is not truly weighed. The benefits of a substantial salary package do not always compensate for the deviation from our desired professional goals. The greatest asset of the economy is people. Today, more than ever, the success of organizations rests on the relational foundation of teams with clients and on how we transform and utilize resources. Preserving employees’ mental health and contributing to happiness at work is a difficult strategy to implement, given the diversity of human behaviors within each team.
Achieving this level of knowledge within organizations will have a significant impact on people’s well-being and will make a very important positive contribution to society.
