Your Work Is A PRISON, Until You Make This One Mental Shift | Naily Makangu, Product, Tech, and Play
How Can We Turn Our Work Into A Playground Instead of A Prison?
Most of us have been told that work is supposed to be hard. That success requires sacrifice, suffering, and pushing through the discomfort. But what if we've got this completely backwards?
During my recent conversation with Naily Makangu, a software engineer turned Fractional CPO and CTO known as "The Mary Poppins of Startups," I was struck by a powerful realisation: we've accepted that work should feel like a prison when it could be a playground. Not the superficial kind with ping pong tables and free snacks, but the psychological kind where people feel safe to experiment, fail, and grow.
The Real Playground Effect
The "playground effect" isn't about making work feel easy—it's about creating environments where people can take risks without fear of punishment. Naily's approach to transforming tech teams centres on psychological safety, meaningful challenges, and the freedom to experiment. She's seen how this approach can reduce development costs by over 60% whilst building stronger, more innovative teams.
But here's what caught my attention: Naily practices something she calls "mentally quitting" every six months. It's not about being uncommitted—it's about regularly reassessing whether you're still aligned with your work and values. This practice forces you to choose your circumstances consciously rather than drift through them on autopilot.
Why We Stay Stuck in Negative Patterns
The neuroscience is clear: our brains are wired to repeat familiar patterns, even when they're not serving us. We become comfortable with discomfort, accepting toxic work cultures as "just how things are." Naily's insight is that small experiments can reprogram these patterns. Instead of massive overhauls, we can make incremental changes that compound over time.
This is where vulnerability becomes a superpower for leaders. When leaders admit they don't have all the answers, they create space for others to contribute. They model that it's safe to be human at work. The result? Teams that innovate rather than just execute.
The Fractional Leadership Revolution
Naily represents a growing trend in business: fractional executives who work part-time with multiple organisations. This model helps startups access senior talent they couldn't otherwise afford, whilst giving experienced leaders the variety and flexibility they crave. It's about bringing diverse expertise without the full-time commitment.
But the deeper insight here is about focus. In an age where AI can replicate many features, startups can't compete on functionality alone. They need to solve real human problems with what Naily calls the "kebab approach"—one core feature that solves a problem perfectly, rather than a smorgasbord of mediocre solutions.
From Surviving to Thriving
The shift from prison to playground isn't just about individual happiness—it's about business survival. Teams that feel psychologically safe don't just perform better; they innovate more, adapt faster, and create solutions that truly serve people. They move from surviving to thriving.
This requires leaders who understand that their role isn't to have all the answers but to create conditions where the best answers can emerge. It means conducting regular retrospectives and prospectives, using personality profiling to understand team dynamics, and accepting that the path forward involves experimentation and occasional failure.
The Path Forward
The future belongs to companies that solve human problems, not just technical ones. As AI handles more routine tasks, the premium will be on organisations that can create meaningful experiences for both their teams and their customers.
This starts with asking yourself: Does your work feel like a playground or a prison? Are you choosing your circumstances consciously, or are you drifting through them on autopilot? The answer to these questions might just determine whether you're building the future or being left behind by it.
The playground isn't a destination—it's a way of approaching work that prioritises psychological safety, meaningful challenges, and the freedom to experiment. It's about creating environments where people can be fully human whilst doing their best work.
That's not just good for individuals—it's good for business. And in a world where change is accelerating, it might be the only sustainable way forward.
Sources:
● Techlusion: Fractional CTO Responsibilities
