6
STRENGTHEN YOUR MIND AND YOUR BODY
“Pain is inevitable. Suffering is optional.”
–
Haruki Murakami
T
HINGS
AREN
’
T
GOING
WELL
for you Bryan,” my boss said.
I was working as a press officer for a charity. It was supposed to be my
dream job. You know the kind: Earn an honest wage, work nine-to-five hours,
drink nice coffee and tell myself I’m finally making a difference in the world.
I was all for it, and this was my first performance review.
“Are
you listening, Bryan?” my boss asked. “You missed an important
deadline; you caused confusion for other members of your team, and there were
mistakes in your work.”
On a Wednesday morning in November, we were sitting in a quiet room
away from the hum of the office.
“There’s
so much to learn,” I said.
I accepted I was guilty of mistakes, of incompetence. I produced an
important report with typos, a presentation with incorrect slides and I’d missed a
meeting with a client.
“I’m sorry. I can do better, just give me more time.”
He adjusted narrow-frame silver glasses. “You’ve
got three months, but you
need to put that master’s you studied for into action.”
“I’ll try,” I said. “I’ll do better.”
That night, I bought a popular book about productivity and implemented
every strategy I could understand. I reread my boss’s emails, searching for
actions I’d missed.
I sent the management team weekly updates of my accomplishments. I even
pinned a quote from Viktor E. Frankl’s
Man’s Search For Meaning to the wall
near my desk.
Live as if you were living already for the second time and as if you
had acted the first time as wrongly as you are about to act now.”
I embraced the job, but no matter what I did I couldn’t figure out how to give
my boss (and his boss) what they needed. Every project I worked on failed. I
tried to send e-Christmas cards to the charity’s mailing list only to find I’d
compiled a list of the wrong recipients.
I created a development plan for the charity’s website that my boss didn’t
want to read, and I wrote a 2,000-word profile of the organisation’s work that the
management team said they couldn’t publish.
I felt as if I were under attack.
After Christmas, my boss called me back into that room.
“We’re
letting you go, Bryan. The work you’re doing here isn’t much beyond
that of a clerical officer in the civil service, and that’s not what this charity
needs.” My boss slid a white envelope across the table. “Here’s your notice.”
I felt like taking the envelope, ripping it up and throwing it at him. Not even
Viktor Frankl could help me.
“I left a good job to come here.” I thought of the
permanent and pensionable
job I’d had as care worker for people with intellectual disabilities.
“What am I supposed to do now?” I asked.
“This is hard for me,” he said. “I know it must be hard for you.”
I folded the envelope in two.
How could this be hard for him when I was the one losing a job in the middle
of a recession with my wife and two small children depending on me?
“When do I finish?”
He folded his hands.
“We’ll give you till the end of February alongside whatever holiday pay
you’re due.”
I left the room and walked out the front door and into the small car park. I
got into my rusting 2002 Renault Clio. Then I punched the ceiling over and over
and swore as loudly as I could get away with in a business park at 3:00 p.m. on a
grey Monday afternoon in January.
For weeks afterwards,
I was angry about being fired, being out of a job and
claiming social welfare. I tried to write about it, but I didn’t make much
progress.
I couldn’t find a way to balance my anger and disappointment with the
calmness writing demands. and the endurance I needed to look for another job.
I looked outwards toward the biographies of artists I admired for answers. I
wanted to see how they overcame personal and professional setbacks and still
found strength to work on their ideas.
What I found surprised me. Some of these creative
masters lived deeply
unhappy lives, while others knew how to change their destructive habits for the
better.
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