Navigating the Challenges of Corporate Life: Insights from ’12 Rules of Life’

Corporate life can be challenging and rewarding at the same time. It can be a platform for personal and professional growth, but it can also be a source of stress, anxiety, and burnout. To navigate the challenges of corporate life, it is important to have a clear sense of purpose, values, and principles that guide your actions and decisions. In this blog article, we will explore the insights and wisdom of Jordan Peterson’s ’12 Rules of Life’ and how they can be applied to the context of corporate life.

Overview of ’12 Rules of Life’

Jordan Peterson is a Canadian clinical psychologist, cultural critic, and professor of psychology at the University of Toronto. His book, ’12 Rules of Life: An Antidote to Chaos,’ is a bestseller that has been translated into over 50 languages. The book offers practical advice and insights on how to live a meaningful and fulfilling life in the face of adversity, uncertainty, and complexity. The 12 rules are:

• Stand up straight with your shoulders back
• Treat yourself like someone you are responsible for helping
• Make friends with people who want the best for you
• Compare yourself to who you were yesterday, not to who someone else is today
• Do not let your children do anything that makes you dislike them
• Set your house in perfect order before you criticize the world
• Pursue what is meaningful (not what is expedient)
• Tell the truth – or, at least, don’t lie
• Assume that the person you are listening to might know something you don’t
• Be precise in your speech
• Do not bother children when they are skateboarding
• Pet a cat when you encounter one on the street

Each rule is a chapter that explores the rationale, implications, and applications of the rule. The rules are not meant to be absolute or universal, but rather as heuristic guidelines that can help individuals navigate the challenges of life.

Rule #1: Stand up straight with your shoulders back

The first rule is about posture and body language. Peterson argues that our body language can affect our mood, behavior, and perception of ourselves and others. By standing up straight with our shoulders back, we signal to ourselves and others that we are confident, assertive, and capable. This posture can improve our breathing, blood circulation, and muscle tension, which can reduce stress and anxiety.

In the context of corporate life, posture and body language can play a crucial role in communication, negotiation, and leadership. Leaders who project confidence and authority are more likely to inspire trust and respect from their colleagues and clients. Moreover, leaders who are aware of their body language can use it as a tool to convey their message and influence others.

However, it is important to note that posture and body language are not enough to be a good leader or communicator. They must be combined with other skills, such as active listening, empathy, and adaptability. Furthermore, posture and body language can be influenced by cultural and gender norms, which should be taken into account in a diverse and inclusive workplace.

Rule #2: Treat yourself like someone you are responsible for helping

The second rule is about self-care and self-compassion. Peterson argues that we often neglect ourselves and prioritize others’ needs and wants, which can lead to burnout, resentment, and self-imposed suffering. By treating ourselves as someone we are responsible for helping, we acknowledge our worth, dignity, and potential, and we take responsibility for our well-being and growth.

In the context of corporate life, self-care and self-compassion can be seen as a form of investment in one’s career and personal life. By taking care of our physical, emotional, and mental health, we can enhance our productivity, creativity, and resilience. Moreover, by valuing ourselves, we can set boundaries, say no to unreasonable demands, and negotiate for fair compensation and recognition.

However, self-care and self-compassion can also be seen as a form of privilege that is not equally accessible to all employees. Employees who face discrimination, harassment, or exploitation may not have the resources, support, or freedom to practice self-care and self-compassion. Therefore, corporate leaders and organizations should strive to create a culture of care that promotes well-being and equity for all employees.

Rule #3: Make friends with people who want the best for you

The third rule is about social support and relationships. Peterson argues that we are social creatures who need connection, belonging, and trust to thrive. By making friends with people who want the best for us, we surround ourselves with positive influences, feedback, and experiences that can enhance our growth and well-being.

In the context of corporate life, social support and relationships can be a source of motivation, learning, and collaboration. Working with colleagues who share our values, goals, and interests can enhance our sense of belonging and purpose. Moreover, having a mentor, coach, or sponsor who provides guidance, feedback, and opportunities can accelerate our career development and advancement.

However, social support and relationships can also be a source of conflict, competition, and toxicity. Working with colleagues who undermine, gossip, or sabotage can harm our trust, confidence, and performance. Moreover, relying too much on a single person for validation, recognition, or opportunities can create dependency and vulnerability. Therefore, it is important to cultivate a diverse and supportive network of relationships that can provide different perspectives and resources.

Rule #4: Compare yourself to who you were yesterday, not to who someone else is today

The fourth rule is about self-evaluation and self-improvement. Peterson argues that we often compare ourselves to others and measure our worth and success based on external standards and norms. This can lead to envy, resentment, and self-doubt. By comparing ourselves to who we were yesterday, we focus on our own progress, growth, and potential, rather than on others’ achievements and advantages.

In the context of corporate life, self-evaluation and self-improvement can be seen as a form of continuous learning and development. By setting goals, tracking progress, and seeking feedback, we can enhance our skills, knowledge, and experience. Moreover, by focusing on our own strengths and weaknesses, we can identify our unique value proposition and contribution to the team and organization.

However, self-evaluation and self-improvement can also be a source of anxiety, perfectionism, and self-criticism. Setting unrealistic goals, comparing ourselves to others, and ignoring our achievements and strengths can undermine our confidence, motivation, and well-being. Therefore, it is important to balance self-evaluation with self-compassion, gratitude, and celebration of achievements and progress.

Rule #5: Do not let your children do anything that makes you dislike them

The fifth rule is about parenting and discipline. Peterson argues that parenting is a crucial and challenging responsibility that requires love, guidance, and boundaries. By not letting our children do anything that makes us dislike them, we teach them respect, responsibility, and self-control, and we protect them from harm, danger, and negative influences.

In the context of corporate life, parenting and discipline can be seen as a metaphor for leadership and management. Leaders who provide clear expectations, feedback, and consequences can enhance their team’s performance, engagement, and well-being. Moreover, leaders who prioritize their team’s growth, development, and safety can inspire loyalty, trust, and respect.

However, parenting and discipline can also be a source of conflict, micromanagement, and abuse. Leaders who impose their own values, preferences, and biases, and who punish or reward based on personal whims, can harm their team’s creativity, diversity, and autonomy. Therefore, it is important to balance parenting and discipline with empathy, flexibility, and openness to different perspectives and approaches.

Rule #6: Set your house in perfect order before you criticize the world

The sixth rule is about personal responsibility and accountability. Peterson argues that we often blame others and external factors for our problems and failures, rather than taking ownership and action to improve our situation. By setting our house in perfect order before criticizing the world, we focus on what we can control and change, rather than on what we cannot.

In the context of corporate life, personal responsibility and accountability can be seen as a cornerstone of professionalism and ethics. Employees who take ownership of their work, mistakes, and learning can enhance their credibility, trust, and reputation. Moreover, employees who hold themselves and others accountable to high standards of performance, integrity, and respect can contribute to a culture of excellence and accountability.

However, personal responsibility and accountability can also be a source of blame, shame, and burnout. Employees who take too much responsibility for others’ mistakes, who ignore systemic and structural issues, and who prioritize work over health and well-being can harm their own and others’ mental and physical health. Therefore, it is important to balance personal responsibility and accountability with self-care, critical thinking, and advocacy for systemic and structural change.

Rule #7: Pursue what is meaningful (not what is expedient)

The seventh rule is about purpose and meaning. Peterson argues that we often pursue short-term pleasures and rewards, rather than long-term goals and values that give our life a sense of purpose and significance. By pursuing what is meaningful, we align our actions and decisions with our deepest aspirations and values, and we transcend our individual needs and desires.

In the context of corporate life, purpose and meaning can be seen as a driver of engagement, innovation, and impact. Employees who find meaning and purpose in their work are more likely to be motivated, creative, and resilient. Moreover, employees who align their work with their values and aspirations can contribute to the organization’s mission, vision, and values.

However, pursuing what is meaningful can also be a source of conflict, uncertainty, and risk. Employees who challenge the status quo, who question authority, and who advocate for change may face resistance, criticism, and retaliation. Moreover, pursuing what is meaningful may require sacrifices, trade-offs, and discomfort, which can undermine one’s well-being and stability. Therefore, it is important to balance pursuing what is meaningful with self-care, strategic thinking, and collaboration.

Rule #8: Tell the truth – or, at least, don’t lie

The eighth rule is about honesty and integrity. Peterson argues that honesty is a fundamental and essential virtue that enables trust, cooperation, and progress. By telling the truth, or at least not lying, we respect ourselves and others, we avoid confusion and conflict, and we uphold the standards of reason and evidence.

In the context of corporate life, honesty and integrity can be seen as a cornerstone of professionalism and ethics. Employees who tell the truth, admit mistakes, and seek feedback can enhance their credibility, trust, and reputation. Moreover, employees who act with integrity, respect, and fairness can contribute to a culture of excellence and accountability.

However, honesty and integrity can also be a source of fear, retaliation, and injustice. Employees who speak up against unethical or illegal practices, who challenge authority, and who report wrongdoing may face retaliation, ostracism, or even termination. Moreover, employees who act with integrity may face dilemmas and conflicts that require ethical reasoning and judgment. Therefore, it is important to balance honesty and integrity with strategic thinking, risk management, and ethical leadership.

Rule #9: Assume that the person you are listening to might know something you don’t

The ninth rule is about humility and curiosity. Peterson argues that we often assume that we know everything or that others know nothing, which can lead to arrogance, ignorance, and missed opportunities. By assuming that the person we are listening to might know something we don’t, we open ourselves to new perspectives, insights, and knowledge, and we enhance our learning and growth.

In the context of corporate life, humility and curiosity can be seen as a form of continuous learning and development. Employees who listen actively, ask questions, and seek feedback can enhance their knowledge, skills, and experience. Moreover, employees who value diversity, inclusion, and equity can contribute to a culture of learning and innovation.

However, humility and curiosity can also be a source of vulnerability, manipulation, and exploitation. Employees who trust too easily, who ignore red flags, and who accept everything at face value may be exposed to misinformation, bias, and abuse. Moreover, employees who prioritize curiosity over critical thinking, or who value humility over assertiveness, may not be able to challenge or resist unethical or illegal practices. Therefore, it is important to balance humility and curiosity with critical thinking, skepticism, and ethical awareness.

Rule #10: Be precise in your speech

The tenth rule is about communication and clarity. Peterson argues that our words matter, and that we should strive to communicate clearly, accurately, and honestly. By being precise in our speech, we avoid confusion, misunderstanding, and conflict, and we enhance our credibility, influence, and impact.

In the context of corporate life, communication and clarity can be seen as a fundamental and essential skill for leadership, teamwork, and customer service. Employees who communicate clearly, adapt to different styles and contexts, and seek feedback can enhance their effectiveness, efficiency, and satisfaction. Moreover, employees who prioritize communication can contribute to a culture of trust, respect, and collaboration.

However, communication and clarity can also be a source of complexity, jargon, and manipulation. Employees who use technical or abstract language, who hide behind euphemisms or buzzwords, and who avoid difficult or uncomfortable conversations, may create confusion, mistrust, and frustration. Moreover, employees who prioritize communication over action, or who use communication as a way to avoid accountability, may harm their own and others’ credibility and trust. Therefore, it is important to balance communication and clarity with action, accountability, and ethical communication.

Rule #11: Do not bother children when they are skateboarding

The eleventh rule is about respect and autonomy. Peterson argues that we often impose our own values, preferences, and fears on others, especially children, rather than respecting their own choices, preferences, and risks. By not bothering children when they are skateboarding, we acknowledge their autonomy, creativity, and resilience, and we allow them to explore and learn from their own experiences.

In the context of corporate life, respect and autonomy can be seen as a form of empowerment, delegation, and trust. Leaders who respect their team’s autonomy, creativity, and diversity, and who delegate tasks and responsibilities based on their team’s strengths and interests, can enhance their team’s engagement, innovation, and satisfaction. Moreover, leaders who trust their team’s judgment and decision-making, and who provide the necessary resources

Rule #12: Pet a cat when you encounter one on the street

The final rule is another lighthearted one. Peterson argues that we should take time to appreciate the small things in life, such as petting a cat when we encounter one on the street.

In the corporate world, this can mean taking time to appreciate the small moments of joy and positivity that can be found even in the most stressful and challenging situations. By practicing gratitude and mindfulness, we can become more resilient and better equipped to handle the ups and downs of corporate life.

Conclusion: Applying ’12 Rules of Life’ to navigating corporate challenges

In conclusion, the ’12 Rules of Life’ offer a valuable philosophy that can be applied to navigating the challenges of corporate life. By standing up straight, treating ourselves with kindness, choosing the right people to surround ourselves with, avoiding the comparison trap, setting boundaries, taking responsibility for our own lives, pursuing what is meaningful, being honest and open-minded, communicating effectively, allowing ourselves to play and be creative, and practicing gratitude and mindfulness, we can become more effective and successful in the workplace. So the next time you encounter a cat on the street, take a moment to appreciate the small things in life – and remember that by applying these 12 rules, you can navigate the challenges of corporate life with greater confidence and ease.