Journal · Second Curve · 2026-08-18
Hear the need behind the words. "Too many meetings" often means "I can't find time to do work that matters."
Hear the need behind the words. “Too many meetings” often means “I can’t find time to do work that matters.”
Someone tells you the meetings are the problem, and you believe them, because you have sat in those same rooms watching the clock and feeling your actual work pile up somewhere out of reach. But complaints are rarely precise. They are the surface of something else, and if you fix the surface without touching the depth, the complaint just finds a new shape. Cut the meetings and the same person will tell you the emails are the problem. Cut the emails and it becomes the reorg, or the commute, or the endless Slack pings. The real tension is this: we are often very good at diagnosing our irritations and very bad at naming what we actually need. That gap is where most workplace frustration, and a good deal of midlife restlessness, quietly lives.
Translate before you solve
The instinct, especially for people who like fixing things, is to move straight from complaint to solution. Someone says “too many meetings,” so you cut the calendar in half. But if the real need was “time to do the work that matters,” a lighter calendar might just get filled with something else equally hollow. The complaint is data, not a directive. Your job is to translate it before you act on it.
Try this: the next time someone voices a frustration about their work life, or you catch yourself voicing one, ask a second question before reaching for a fix. Not “what would make this better,” but “what am I actually trying to protect here.” Often the answer surprises you. A friend of mine spent months complaining about her commute, certain that a move closer to the office would solve it. When she finally sat with the question, she realized the commute wasn’t the issue. It was the only unscheduled forty minutes in her day, and she was afraid that without it, she’d have no buffer left at all. She didn’t need a shorter commute. She needed a buffer somewhere else. Once she saw that, she stopped optimizing the wrong variable.
Meaningful work is specific, not abstract
“Work that matters” sounds like a nice phrase until you try to build a life around it, because it means almost nothing until you make it concrete. For one person it might mean deep, uninterrupted stretches on a single hard problem. For another it might mean direct contact with the people affected by their work, rather than three layers of reporting in between. For a third it might simply mean finishing something, all the way, instead of leaving a trail of half-done projects behind meetings about meetings.
This matters especially in the second half of a career, when the tolerance for busywork tends to drop and the hunger for visible contribution tends to rise. People who spent their thirties climbing are often surprised, in their fifties, to find that status matters less to them than it used to and coherence matters more. They want their days to add up to something they can point to. Vague dissatisfaction with “the way things are structured” is frequently this hunger wearing a work costume.
Try this: take a real week from your calendar, not an idealized one, and mark every block where you felt genuinely useful. Not busy. Useful, in the sense that if you’d skipped it, something would have been worse off. Look at the pattern. It’s usually smaller and more specific than people expect, and it’s a far better guide to what “work that matters” means for you than any generic career advice.
Ask the need out loud
Once you’ve translated your own complaint, you can extend the same courtesy to others, which changes how you lead and how you’re led. When a colleague says the process is broken, or a partner says you’re never around, resist the urge to defend the process or the calendar. Ask what they’re actually trying to get more of, or protect. People rarely lie about their frustrations, but they rarely name them accurately either, and being asked a good question about what’s underneath is often the first time they’ve had the chance to find out themselves.
This is not a trick for extracting compliance. It is a way of taking people seriously, including the version of yourself that keeps complaining about the same thing without ever quite fixing it.
I’ve spent a good part of the book this line comes from working through what it looks like to build a second half of work and life around needs like this instead of surface complaints, with more examples and more of the questions that tend to surface what’s underneath. This essay is just the opening of that conversation, not the whole of it, and I’d rather you sit with the question for a while than rush past it toward an answer.
Go deeper. The full method is in Craft Your Second Curve. New here? Start with the free companion pack, or explore the series.