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Our conceptions of work have shifted, and work is more about finding meaning and independence. Companies that refuse to offer flexible, autonomous, and creative work environments, won't be able to attract the best people.
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"... the only part of work we seem not rank above the flu is socializing at work."
“We’ve got to the stage where people you don’t know endorse you for skills you don’t have (on LinkedIn).” McMurray cofounded Somewhere in 2012 to “put people back at the heart of and in control of telling the stories of their work,” as he told me. He believes that “work should not deny our humanity, it should welcome it. Work, more than ever before, is personal.”
I like that the individual who wrote this article is not an "HR" person but a "Marketing" one. Further examples of how the employee experience is intertwined with the brand experience.
You're welcome to connect via: LinkedIn: www.linkedin.com/in/kennethmikkelsenGoogle+: https://plus.google.com/+KennethMikkelsenTwitter: www.twitter.com/LeadershipABC I hope you'll be inspired. Enjoy! Kenneth
There’s a lot of talk about the future of work…Technology is indeed connecting us in ways that improve communication, discovery and connectivity. The world is becoming a much smaller place as a result.
Many executives are well aware of the onslaught of new technology. Many however, are unsure of how to solve the problem or even address what the problem really is for that matter.
The reasons why technology fails to change behavior internally always seem to surprise executives, but rarely do they shock employees:
1. Older managers disagree philosophically with how younger employees work in general.
2. Systems architects don’t get today’s employees.
3. Technology is too painful to use and there’s a lot of it.
4. Workflow is imposed rather than designed to emulate how people naturally use technology to communicate and connect.
5. Legacy processes and reporting systems actively discourage people to adopt something new.
6. Legacy philosophies protect those who work in dated paradigms rather than encourage aging workforces to gain new expertise through learning and collaboration.
7. Management doesn’t actually reward cross-team collaboration as part of the day-to-day work.
8. Incentives to change do not align with employee goals and aspirations.
9. Leadership does not lead by example.
10. A lack of vision as to why new technology will enable business goals and why employees should buy-in.
11. BONUS: The culture of the organization is more rigid than adaptive, which inadvertently undermines any hope for innovation
Even when young professionals post out-of-office messages, they're still connected. Here's why employers should give the option to check in.
In June 2014, Adrian Furnham held the Finn Øien Lecture at BI Norwegian Business School. Furnham, talked about how technology is changing everything, and how its ultimately will change our working environment.
You can access his presentation by clicking this link: The Finn Øien Lecture at BI Norwegian Business School.
To see the whole presentation, click here: Work in 2020 - Adrian Furnham
Excessive demands are leading to burnout everywhere.
New research finds that employees are vastly more satisfied and productive when four core needs are met: physical, emotional, mental, and spiritual.
Curiosity is one of those traits that may seem antithetical to work, and our educational system goes to great length to ‘suppress our natural tendency to be curious’, as Jamie Notter said. It is the itch that drives us to learn about the unknown, and that has both a potential to be beneficial or dangerous.
Curiosity can be repositioned as the desire to learn, to be open to the pursuit of digging into the unknown. In a world where the rate of change is accelerating, we need to accelerate our rate of learning, and so we need to become more curious all the time.
What would happen if businesses introduced new positions dedicated completely to imagining new ways to shake things up? Here's what that might look like.
CHIEF REIMAGINATION OFFICER
Also known as the “Crystal Ball Gazer,” the CRO’s primary job is to reimagine issues, internal as well as external, and translate the abstracts into concrete actionables.
CHIEF PARADIGM OFFICER
The primary job is to identify the emerging paradigms that can sweep organizations off their feet if ignored. Essentially the CEO’s scout and must spot change, capture its essence, and alert the CEO to the potential dangers of overlooking them.
CHIEF PARADOX OFFICER
It is his/her responsibility to balance the focus between reimagination and response to paradigms. Must identify the exact paradox and articulate it in such a manner that the top leadership sees viable opportunities for growth rather than the distractions.
Your company's purpose is important to employees, so you probably better let them know about it.
Whether you feel the best boss is more of a facilitator among equals or a director who leads from the front, to succeed in international business you need the flexibility to adapt your style to your cultural context.
The cultural context DOES matter in my experience. Good scoop, Kenneth
For the sixth year in a row, over 1,000 creatives joined us in New York City to explore the “99 percent perspiration” that Thomas Edison thought was the true driver of creative genius. Whether you are an entrepreneur, a designer, or a student, the struggle to make ideas happen is universal. Here’s what we learned…
Work-life balance is a myth we all want to believe. And why wouldn’t we? We are told that being hyper-connected means we can be brilliantly productive anywhere, while enjoying deep friendships, a happy family life, personal achievement, and a meaningful spiritual connection.
Instead, work-life balance is more often like the parent at the piano recital, discretely sending email replies while their child performs for strangers. Work-life balance is the distracted commuter dropping in and out of your conference call and contributing nothing but static and apologies. It is the friend who stops you mid-sentence as you are sharing important news, to say he has to take a call from a client. It is the diluted joy, diminished health, and lack of satisfaction we experience in our lives when we choose not to fully escape the world of work.
Just as there really is no such thing as multi-tasking, one CEO believes work-life balance is a mere dream. Instead, he offers three ways to take back your life and become more valuable at work without buying into the myth.
How cultural differences affect our work, and interactions in the office.
This isn't your father's business advice. These talks - from a philosopher, a general, a cognitive psychologist - offer unconventional, and uncommonly useful, advice on leading, working, creating and living better.
A compilation of TED Talks all related to working smarter. Some of my favorite talks are included:
Simon Sinek: How great leaders inspire action
Susan Cain: The power of introverts
Amy Cuddy: Your body language shapes who you are
Dan Pink: The puzzle of motivation
Stanley McChrystal: Listen, learn … then lead
Brevity is emerging as an essential new business basic.In the fast-paced, multi-tasking, attention-deficit workplaces we find ourselves, getting to the point quickly matters more than ever.
If you can’t capture your audience’s attention and deliver your message with brevity, people will disconnect with you, and it may cost you promising career opportunities. The unspoken expectation is that successful people will be masters of brevity.
From the article:
"The average person’s attention span is now only 8 seconds, and professionals are interrupted 6-7 times an hour, often unable to get back to their task at hand. More than 43 percent of us abandon complicated or lengthy emails in the first 30 seconds, and the majority of us admit ignoring half the emails we receive every day."
A useful piece on the importance of applying thought and effort on keeping your message brief whilst not losing the context.
As Mark Twain is famously reported to have said:
" I didn't have time to write a short letter, so I wrote a long one instead".
Business, organization and culture change are hot topics in the corporate world today. However, they often remain conceptual thinking: implementation is seen as difficult. Where to start? The trigger can be as simple as a meeting. But not the usual one. Here’s an example of how a single, different type of meeting can kick off a new collaborative culture.
Great blog post by Celine Schillinger. I encourage you to follow Celine's blog here and her Twitter profile here.
Traditional ways of working have to evolve, companies must reinvent themselves. Not for the beauty of transformation per se, but because old ways don’t work anymore.
MIT professor Thomas Malone predicts that new technologies will enable more decentralized decision making and ultimately more freedom in business.
There is a lingering notion in the world of business and beyond that organizations are things with four walls, that employees are people who report to work inside them every day for years on end, that work is a matter of executing on defined “KPIs,” and that success is a product of climbing ladders and exerting an ever-greater span of control. But the fact is, we’re in the midst of a great reshuffling of the talent deck.
Organizations and leaders today must focus on unleashing human capacity—designing environments and systems for work that inspire individuals to contribute their full imagination, initiative, and passion every day—and on aggregating human capability—leveraging new social, mobile, and digital technologies to activate, enlist, and organize talent across boundaries.
The Management Innovation eXchange (MIX) launched the Unlimited Human Potential M-Prize to unearth the most progressive practices and boldest ideas around those two challenges. They recently announce the winners of the M-Prize, selected from over one hundred entries from every kind of organization and every corner of the world.
Meet the winners (in alphabetical order):
- Nomatik Coworking by Andrew Jones, Tony Bacigalupo and David Walker
- Horizontal Management at Vagas.com by Mario Kaphan
- Collaborative Funding: Dissolve Authority, Empower Everyone, and Crowdsource a Smarter, Transparent Budget by Alanna Krause
- How We Harnessed Big Data and Social Technology to Empower and Engage Employees by Chelsea Lefaivre
- Enterprise Knowledge Graph – One Graph to Connect Them All by Lukas Masuch
- Incubating Intrapreneurs to Revitalize Customer Business by Shyam Sundar Nagarajan
- Developing Tomorrow’s Talent: A Girl, A Blog, and 30 Days to Business Impact by Clare Norman
Ford created a revolution when he put people on a production line. The new labor movement takes us off the line and into management: management of tasks, relationships, and results. Coming off the production line also allows us to collaborate, innovate, make decisions and solve problems.
People work to accomplish together what they cannot do alone. I see transparency as the key ingredient to change the landscape between labor and capital and create a results culture that becomes the new standard. When we share the results of our labor, we all prosper. This century is our time to prosper. This is the new labor movement and our future.
As technology continues to shift, what will employees look for in their job candidates and how can education best prepare tomorrow’s workforce?
At the Global Education & Skills Forum, Big Think sat down with Fareed Zakaria, the host of CNN’s flagship foreign affairs show and New York Times bestselling author of The Post-American World, to discuss education in the 21st century.
"Crucial is not the set of skills you have, but you demonstrate a capacity to acquire them!"
In this week's New Yorker, Jill Lepore reviews Cubed: A Secret History of the Workplace, a book whose author asks the question, what is the work place of the future?
In a world where any employee can tweet their CEO, the lines that traditionally delineated power and influence have been blurred.
So much so in fact, when Dr. Jeffrey Pfeffer teaches about corporate hierarchical power structure, his students often push back. That model of power isn’t relevant anymore, they insist – it’s such 20th-century thinking!
Pfeffer’s students are largely Millennials, the youngest generation now in the workforce. They think the traditional power structure in business is changing, and companies are becoming more dynamic and less hierarchical.
Image credit: Hugh MacLeod.
In a new paper that explores the notion that power structures haven’t changed much over time, Pfeffer explains the way organizations operate today actually reflects hundreds of years of hierarchical power structures, and remains unchanged because these structures can be linked to survival advantages in the workplace. The beliefs and behaviors that go along with them are ingrained in our collective, corporate DNA.
Whether by pursuing the uncomfortable, sharing often and loudly, or by building a safe space for creation, the modes in which we create need to go past the cubicle door. As Winston Churchill said, ”to improve is to change. To perfect is to change often.
It's no secret that the U.S. has pretty lousy work-life policies. But is the grass really greener in other parts of the world? Depends on what's important to you.
Here's what work would be like if you lived in another country.
Throughout the latter half of the 20th Century, the concept of work and the workplace has remained much the same: eight hours a day, in cubicles, and marked by performance reviews just once per year.
But now, the workplace has evolved. It has become something that companies no longer take for granted, but rather see as a nexus of innovation, collaboration and a way to attract and retain top talent.
Despite the lead which says "death to the office" I did not see this in schools. Instead, I saw the reverse. There were more closed doors where building managers hid in plain sight.
Generation C and technology will transform business and the workplace.
Individuals will need to demonstrate adaptability and flexibility to rapidly changing work environments and become lifelong learners.
Also a focus on critical thinking skills, and a prominence on soft skills such as interpersonal skills and collaboration will be valued more than pure technical skills. A revised and redefined role for Human Resources in organizations will be critical, by developing a mindset to hire people for positions that do not even exist today, and helping us navigate a collaborative economy.