Work That Matters: Why Purposeful Work Shapes Better Leaders

In one of the unlikeliest sports stories of the past decade, poker has become a mainstream spectator activity, capturing a notable share of ESPN’s prime-time programming. Millions watch televised tournaments, and a new category of professional has emerged: the full-time poker player.

Some of these players earn substantial incomes, even seven figures, by sitting at a card table for hours at a time, often from morning until late into the night.

Interestingly, this phenomenon echoes an observation made centuries ago.

The ancient Talmud discusses a legal debate about who qualifies to serve as a juror. Among the individuals disqualified from serving are the professional “dice player” and the “pigeon racer.” This ruling does not refer to someone who occasionally enjoys a game for leisure, but rather to those whose livelihood revolves around such pursuits.

The Talmud asks a fundamental question: why should these individuals be disqualified?

The answer offered is striking. These occupations are considered problematic because they “do nothing to promote the benefit of society.”

Even if individuals engaged in these pursuits may contribute positively in other areas of life, their primary occupation is seen as disconnected from the broader needs of the community.

This raises an important question. Why should that disqualify someone from serving in a court of law?

One possible explanation is that to judge fairly, a person must first share in the common burdens of society. Individuals who work in roles that contribute to the functioning of the community gain perspective on the responsibilities and challenges faced by others.

This shared experience builds empathy, understanding, and accountability.

The vast majority of professions fall into this category. From construction workers to physicians, from accountants to bakers, most people contribute directly to the functioning and well-being of the society around them.

For those working in nonprofit organizations, this insight carries particular meaning.

Nonprofit leaders and practitioners are engaged in work that directly benefits the public. Their efforts support education, strengthen communities, provide assistance to vulnerable populations, and advance causes that improve the collective well-being of society.

Unlike many professions where the societal impact may be indirect, nonprofit work often connects immediately and visibly to the lives of others.

That reality should serve as a source of motivation.

The work may be demanding, and the rewards may not always be financial. Yet the value of contributing to the common good carries its own significance.

So play your occasional poker game if you choose.

But keep your day job.

It may well be one of the reasons you are here.