Invest in helping people know what matters to them and who matters to them (and why), and encourage them to continually experiment with how they get things done in ways the serve their interests and yours as an employer.

If you shift your mindset to asking "How can I initiate change that's good for my family, and my community, and my career, and my private self (mind, body and spirit)? then you are more likely to produce harmony in your life, over the course of your life.

At the individual level, you need to examine what you truly value, share this with key stakeholders in various life domains both to get feedback and support, and then to experiment with new ways of doing things so that - over the arc of a life - you can achieve harmony and have more of what it is that you uniquely want out of life.

The principles that apply to engagement for employees are the same as those that apply to supervisors.

Executives are afraid of losing control if subordinates try to roam too far. Conversely, hierarchy squelches talent by forcing rote standardization through the punishment of failure, a necessary accompaniment to experimentation.

Instead of the metaphor of scales in balance, I prefer the idea of a jazz quartet: you're trying to make music that feels and sounds good, and sometimes you only hear the trumpet or just the bass and piano. Sometimes all four are playing at the same time, but perhaps at different volume.

Continual improvisation on a theme is a more useful way to think of how to bring the various parts of life together.