Encouraging Soft Skills At WorkThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
With major advances in technology and the talk of AI and automation invading the workplace, the subject of soft skills has become a huge topic of discussion for organizations and individual employees. I think soft skills are very important, however I think that most organizations are asking the wrong question when they address the topic.
Most organizations ask the question, what do we need to do inside of our organizations to teach more soft skills. They believe that they need to teach their managers and employees to have more soft skills. But think about the assumption that is made when we ask that question. We assume that our managers and employees don’t have soft skills to begin with.
The truth is we all learn soft skills naturally as we grow up, as we learn and as we interact with others. We learn how to be empathetic, we learn how to communicate with others, we learn how to deal with emotions. All of these things come naturally as we grow up and experience different things.
The question we should be asking is, why is it that employees feel that they can’t use their soft skills at work? The issue is not that people don’t possess soft skills to begin with, it is that they don’t feel safe enough in their organizations to use them. How can employees feel safe to share their opinions, express care and empathy for coworkers, and show their true emotions in the office when they are in an environment filled with bureaucracy, negativity, fierce competition and where employees are seen strictly as numbers. It’s no wonder employees don’t feel like they can use their soft skills.
Instead of asking, what do we need to do inside of our organizations to teach more soft skills, let’s ask, how do we build an organization where employees feel like they can use the soft skills they already have.
The Secret To World Wide Technology’s Success From CEO Jim KavanaughThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Jim Kavanaugh is the co-founder and CEO of World Wide Technology. From St. Louis, Missouri Jim played collegiate soccer, then he played for the U.S. Olympic men’s soccer team in 1984 and finally for the Major Indoor Soccer League. He graduated from St. Louis University and began his business career as a sales manager for Future Electronics. He has been recognized two years in a row by Glassdoor as one of the top ranking CEOs for all large businesses in the U.S. He was ranked #2 in 2017 and #11 in 2018.
World Wide Technology began in 1990 as a company that was a small product reseller. It has moved into a technology solution provider where they help large public and private organizations discover, evaluate, architect and implement advanced technology. They are headquartered in St. Louis, Missouri with $10.4 billion in annual revenue. WWT currently has more than 4,600 employees world-wide. They are ranked 8 on Glassdoors’ Best Places to Work list for 2018 and 40 on Fortune’s 100 Best Companies to Work for list.
What is the role of CEO?
“As a leader of an organization you need to be able to look at things at a 30,000 foot view,” Jim says. Also, understand, what are the most important things as they pertain to your organization. Focus on how you make an impact.
That executive needs to paint the vision from that high level perspective. But they also need to be able to dropdown to the details. For example, if the goal is a new initiative, this might require you to be in the details until it is designed and built. Your goal is to get it going and then delegate it off.
People want to know that you understand the business. See the vision, paint the vision but also have a good understanding of the day to day processes of the business.
How does one become a leader in general and at WWT?Begin by understanding what is important to that business.
- How does it define success?
- How are you delivering and overachieving on the objectives of the goals of the company?
- What are the values of the organization that drive them? Make sure they align with your values - make sure you are a good cultural fit.
- Live and breathe those values.Personally challenge yourself.
- Do a self assessment of yourself.
- Where are your strengths, what do you need to do better?
- How do people perceive you? Challenge yourself to grow.At WWT, they have a leadership curriculum. They align business concepts and values and they train leaders to be the best manager using these concepts and values.
When asked, what is unique at WWT to have scored so high on best places to work surveys, Jim says you have to care about your employees. They are very smart, if you think you can just say you care and not really do anything to show that– it won’t work. If the leadership teams show that they care about employees, then it is a successful culture.
You must do the right thing from a cultural perspective. This includes both for employees and their families – in order to be healthy from a cultural perspective.
Also, you need to be a smart organization. Set a vision; build an organization with clarity and alignment to the mission. It also must include the right leadership that can build the structure of the organization to allow for growth.
What is the mission at WWT?
To be a profitable growth company that is also a great place to work.
This mission has been around for 15 years. It is three-fold:Profitable – employees need to be accountable to the goals of the organization Growth – this is important to allow WWT to attract the best talent in the industry Create a great place to work – do the right things for the right reasons
What you will learn in this episode:Jim’s advice on how to grow within your company How do you know the right person to hire What do you do if you don’t ‘like’ your job How to overachieve without killing yourself What is the role of a CEO How WWT keeps getting high ratings on employee experience surveys
Taking Off The Gorilla Suite: FINCA's CEO On How To Be A Leader That's True To YourselfThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Andrée Simon is the President and Chief Executive Officer of FINCA Impact Finance, a global provider of responsible financial services. FINCA’s network of 20 community-based banks offer responsible and affordable loan and saving products that empower low income women and men to take control of their financial future.
Previously, Ms. Simon served as VP and COO of FINCA International, returning to FINCA after serving for several years as President and COO of Women for Women International, a humanitarian organization dedicated to financial, educational, and interpersonal support of women survivors of war, poverty and injustice.
In 1984, founder John Hatch saw that lack of capital was keeping poor Bolivian farmers poor. Traditional loans were too large and too expensive, and without collateral, the farmers couldn’t borrow.
So he came up with an idea; if the farmers formed groups to share a loan and guarantee repayment, they could access the funds they needed to invest in their farming operations. It was the beginning of what we know today as microfinance.
In urban and rural areas, and in economies as diverse as Guatemala City and Kitunda, Tanzania, Village Banks allowed those with scarce resources to borrow, invest and grow their businesses. They also allowed women—who were routinely denied credit—to build enterprises that kept food on their tables and their children in school.
Remaining true to its original idea, FINCA has become a global network of secure, sustainable microfinance institutions and banks that help low-income families create jobs, build assets and improve their standard of living across the world.
FINCA not only impacts the world through finance, they are also transforming their workforce internally to give employees a sense of purpose and ownership. They don’t try to compete with other companies based on perks, instead the compete in ethics and values.
“People come here because they know that they are going to be able to take on a lot of responsibility and get chances to take leadership opportunities that they might not be able to get if they were in a large kind of traditional commercial institution. It's pretty entrepreneurial and it's pretty creative for the most part,” Ms. Simon says.
She says people come to work for FINCA for 2 reasons, because they want to have a career where they can really learn a lot and because it is an organization focused on social impact, which is a strong motivator for a lot of people.
Some trends that Ms. Simon believes will be seen in the future are:A learning leader – Leaders will have to be willing to change themselves and have a learning mindset. This is balanced with the humility to know what you need to know Traditional organizations won’t work well; they need to be nimble to make decisions and share decision making responsibilities All work is global in some way, shape or form There needs to be a diverse workforce
What makes a leader successful?The need to want to learn. They don’t wear a ‘gorilla suit’ in the role of a leader The don’t feel the need to have all the answers They have an open sense of inquiry across the organization
What you will learn in this episode:What FINCA is doing internally to transform their workforce and become more human How FINCA is allowing their employees to feel like part of the solution How any organization can have a meaningful social impact What is like to be a female CEO What is a CEO gorilla suit and why you should never wear one Where you can ‘meet’ some of FINCA’s clients
The Best Career Advice You Haven't HeardThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Most parents wonder what advice they should be giving to their kids as they grow up and graduate high school. What should they tell them to study in college, what school should their kids go to, what type of career is safe and what type of organization they should be working for.
My advice to these parents and their children, is that we all should be like taste testers when we are young and first entering the workforce. We need to sample different things while we are young to figure out what we are passionate about, what we enjoy and what we care about.
Forcing someone to study something that they do not care about and don’t have that connection with isn’t going to yield success in the long run.It is unrealistic to think that students are going to graduate from high school or college before they have ever held a full time job, and that they are going to automatically know exactly what they want to do and they are going to work for one organization the rest of their lives.
The expectation throughout high school and college shouldn’t be that the students are going to pick one field to go into for the rest of their lives, rather it should be a time to explore, experiment and test different opportunities to get a feel for their likes and dislikes. It is OK for us to be like taste testers and to sample the different opportunities that are out there to discover what it is we are passionate about while we are young
So at the end of the day, my advice to young people is to think like an entrepreneur; learn how to learn, think about how to go about things yourself and don’t be afraid to be like a taste tester.
Putting The Humanity Back Into Human Resources: EA’s Chief People Officer On The New HR FunctionThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Mala Singh serves as Chief People Officer for Electronic Arts (EA) where she focuses on developing their talent and cultivating the company culture. In this role, Mala oversees Human Resources, Talent Acquisition, Facilities and Corporate Services.
Prior to this position, Mala spent three years as Chief People Officer at Minted where she helped to define the culture and grow the creative and technical teams during a high-growth period for the startup. Mala began her career in the pharmaceutical industry, serving in Human Resources roles in Asia, Europe and North America.
Founded in 1982, Electronic Arts is a leading global interactive entertainment software company. EA delivers games, content and online services for Internet-connected consoles, personal computers, mobile phones and tablets. Some of their games include Sims, FIFA18, Maden, and Battlefield. Close to 10,000 EA employees are found around the world.
How does EA compete with other organizations for the best talent?
Mala says they don’t compete with Google, LinkedIn and other similar organizations with a focus on compensation – that, she says, “is a race to the bottom.” Instead, they look at supporting their mission system and finding people with a similar focus. They also provide a manager that supports them, surround them with people they admire, have fun with and want to hang out with. In addition, they provide opportunities to learn and grow – providing different experiences. The quality of leadership, learning and growing, this is how they compete. “I refuse to compete on ‘perkage’. How do we care for our people while they are here?” It is based on the quality of the work.
How did the trend towards a focus on mental and physical well being of employee begin?
“We used to think about work/life balance - this a false concept,” Mala says. It is really the idea of managing our whole selves while at work. Also, talented people, the skills in our environments are polarizing. The jobs are becoming more specialized. Because tech is available – those skills and great team members are highly in demand. So in order to compete for the same people, you have to bring a different experience for these people. This is why EA is moving in that direction.
How does learning work at EA?
The general philosophy is that 70% of learning happens through experiences. Then, 20% is through direct coaching from the manager and finally 10% occurs through formal learning. What appears to resonate is just in time smaller snippets of learning that allows people to learn and then use it.
“Diversity of experiences is the lynch pin to everything. When presented the obvious, chose the opposite”. Mala stated that, “Progression comes best from diverse experiences” Apply what you have learned and move to a different setting that you can allow you to apply your skills there.
The mistake often made is that looking at the only way to progress in one's career is to move from level to level - rather than the gathering of skills. If we can create progression where we gain different skills, then “the best way to get different thinking and innovative approaches is by constantly changing your context and experiences which helps you to become more agile. It teaches you how to adapt, helps you diagnose the situation and figure out solutions. That’s why the diversity of experiences is so fundamental to how people should grow their career.”
What you will learn in this episode:What it is like to work at EA What the first days are like as a new employee at EA What should non-HR people know about HR Why tenure is not the metric to track anymore Innovations happening in HR at EA Why it is futile to compete solely on the basis of compensation
How To Avoid Being A Soul-Sucking CEO: WD-40's CEO On How To Create An Engaged Workplace CultureThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Garry Ridge is President and CEO of the WD-40 Company headquartered in San Diego, California. WD-40 Company is the maker of the ever-popular WD-40 (found in 8 out of 10 US households), as well as 3-IN-ONE Oil, Solvol and Lava heavy duty hand cleaners and X-14, Carpet Fresh, Spot Shot, 1001 and 2000 Flushes household cleaning products. With just under 500 employees, they boast a 93% employee engagement rate – with an average tenure of 10 years - which helps keep the number of employees low.
Garry has been with WD-40 since 1987 in various management positions, including executive vice president and chief operating officer and vice president of international. He has worked directly with WD-40 in 50 countries.
A native of Australia, he received his Masters of Science Degree in Executive Leadership from the University of San Diego, CA, in June 2001.
Way back Aristotle said, “Pleasure in the job puts perfection in the work.” However, people are slow learners. A lot of companies struggle with this because leaders are afraid of letting go and giving people the opportunity. Garry’s learned to say ‘I don’t know…’ and to make sure that WD-40 “leaders involve their people.”
What can we do to change the mentality of leaders not letting go?For public companies – take the emphasis off ‘short-term-isms’. Looking at 90 days, etc. so they will make short term decisions that are not as productive. “Coffee that is brewed over time, tastes better than instant.” Education should be a core value– be a learning and teaching company. Instead of ‘mistakes’, look at them as opportunities to get better Have a clear plan, a clear purpose and clear values Be open to learning across the company
There are 7 characteristics at WD 40 that shape their workplace culture. They are:Learning & Teaching – a dedication to it, a number of programs and a commitment to learning and learning moments. Values – part of their talent development program, everyone sits down with their coach/manager and talks about the values. Employees share how they lived and their values as part of their conversation. The number one value is ‘doing the right thing’. Creating positive lasting memories is another. Belonging – based on Maslow’s hierarchy of self actualization. The level of belonging in the company is around treating people with respect and dignity. We want to show everyone in everything that is done it is with those in mind. Future focus – they understand where they are today is good but they need to move to a new place in the future. One value is to make it better than today Specialized skills – they have identified certain specialized skills and people that have those skills Warriors – for a purpose, not of destruction. They fight for people, brands and for what is right. The spirit of winning Celebration – reminder that we need to take time to celebrate together.
Garry’s advice to employees is to start an idea within a small team to introduce the concepts to them. You will probably see a change in the team.
His advice to leaders is that change needs to start with them
What you will learn in this episode:What it is like to work at WD 40 The ABCs of Trust What The Tribal Culture looks like at WD-40 Why WD-40 Invests in People How WD-40 is Excelling in Employee Engagement
Should You Stay At Your Company?The Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
We all have many relationships throughout our lifetime; relationships with friends, family, significant others, etc...Some relationships we have thrive, they make us happy and encourage us to be better. But some relationships are unhealthy. They stress us out, cause depression and wear us out. We have relationships that we would fight for and relationships we would not fight for.
Working for an organization is very much like being in a relationship. The question is--is it a relationship you would fight for or not? If it is one you would fight for, that is great. You are lucky and you should fight hard to keep that relationship going strong, just as you would for a relationship in your personal life.
If it is not an relationship you would fight for, and so many of us fit in this category, then you should get out of it. So many people are unsatisfied at work, but they don’t do anything about it. If this is you, do something! You owe it to yourself to be at an organization you are willing to fight for and you are the only one who can control your career path.
How To Create A Culture Of SuccessThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
This week’s episode is all about creating meaningful employee experiences and a thriving corporate culture. We are taking a look back at some clips from CHROs, Chief People Officers, and CEOs who are helping their organizations excel in these areas.
This episode features:
Chairman, President and CEO of Rosetta Stone, John Hass on the corporate culture at Rosetta Stone, how he manages, how he deals with complacency and the importance of a clear company mission
David Fairhurst, Chief People Officer at McDonald’s explaining why a huge, iconic brand like McDonald’s is going through a transformation and how culture plays into that
VP of Enterprise Social Responsibility at Chick-fil-A, Dee Ann Turner on how to create an amazing corporate culture and how does extraordinary talent impact that
Chief People Officer at GSN Games, Peter Walmsley on how to scale employee experience in a large company with offices across the world
Kimberly Samon, CHRO at Weight Watchers gives an inside look into what it is like to work at Weight Watchers and some of the perks and benefits they provide.
What Is The One Question We Should Be Asking To Measure Employee Engagement?The Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
We are obsessed with Employee Engagement in our companies today, but we give employees surveys to fill out with 50-100 questions on them. There has got to be an easier and more direct way to find out if our employees are engaged at work.
Have you ever had to fill out an employee engagement survey that was 50 to 100 questions long? I think most people these days have. Organizations are obsessed with measuring employee engagement and they feel that in order to get a true picture of how they are doing they have to ask hundreds of questions once or twice a year. But does this really give an accurate picture of engagement?
In a marriage you and your spouse have a good idea of whether or not the relationship is healthy. You could ask your spouse directly, “are you happy with our relationship”, and they would be able to answer you immediately. You wouldn’t have to give them a form with 50 questions to get that answer.
In the same way, employees know if they are engaged at work and enjoy their job and if you ask them they can give you a yes or no answer on the spot. We need to come up with a way to simplify the process. Our challenge is we have to find the one question that we should be asking employees to find out if they are happy, engaged, passionate and feel like they belong. What do you think that one question should be?
Unilever's Chief Learning Officer On How To Foster Curiosity And A Hunger To Learn, Why Companies Need To Focus On Purpose, Sharing The Learning Responsibility And Much MoreThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Tim Munden is the Chief Learning Officer at Unilever. Tim has worked there since 2000, holding roles such as Senior European HR Manager, VP HR – Unilever Food Solutions Americas and VP HR for their Global Business Services.
Unilever is found in over 100 countries with more than 160,000 employees. Seven out of every ten households around the world contain at least one Unilever product. They produce more than 400 items - including household-name brands such as Lipton, Knorr, Dove, Axe, Hellmann’s and Suave.
Tim’s career started to have focus when someone asked him two questions:What do you really love?
- he answered human beingsWhat do you want to learn about?
- for Tim it was how companies and communities can allow people to be their very best
What are your big challenges at Unilever?Unlocking the characteristics of learning Unlocking agility. Encouraging people to be constantly curious and courageous. Getting rid of the stigma around mental health. The goal is that people would feel free to share this illness with their line managers.
The top initiative at Unilever is to ensure that every employee is one click/chat away from the well-being help they need – via phone or internet. For example, legal advice, or mental and physical health support.
Tim’s advice for managers is to know how to answer-- what is the purpose of our business? Keep asking why, why, why. Go on the journey with the senior leadership team.
Also, ask yourself what is the business case of the potential of all of your people. All the passion and energy. What is the price of not doing this?
Tim’s advice for employees is to make sure you challenge your own humanity, don’t check it at the door. Don’t be shy to bring yourself to work.
What you will learn in the episode:What is ‘reverse mentoring’? What Unilever is doing to help their people find their purpose Why do companies need to focus on purpose? What learning looks like at Unilever and how it has evolved over the last 25 years How to create a culture of curiosity and hunger to learn at work
How To Tell If You Have A Good Or Bad Corporate CultureThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Corporate culture is really hard to define, but I think it can be defined as the side effects of working for your organization. Take the example of some well-known prescription drugs that are out on the market today. You see advertisements for them on TV and they list off a huge list of potential side effects that could happen to you as a result of taking the medicine. Some side effects include hair loss, weight gain, bleeding from the eyes or even death.
You may sit there and watch those commercials and think, who would take these medicines when they have all of these potential side effects. But the fact is, many of us experience these same side effects from the organization we work for. Due to work stress, burnout, bad leaders etc… we experience hair loss, weight gain, arguments with our spouses and sometimes even death.
The question I pose to executives is, if I were to bottle up what it’s like to work at your organization into a pill form, would you swallow it? If the answer is no, how can you expect your employees to swallow that pill if you aren’t willing to?
If you are not willing to swallow that pill, you have to ask yourself why not and what can we do to fix it. How can you create an organization where you yourself would swallow that pill?
How The Best Organizations Are Using Data And Analytics To Stay Ahead Of The CompetitionThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Welcome to another episode of The Future of Work Podcast. With this week being a holiday week in the States, the format for this episode is a little bit different. Instead of the usual format where I interview one guest every episode, for this week’s episode we are going to hear clips from multiple past guests on the topic of Big Data and Analytics.
You will hear from the Chief Learning Officer at SAP, the CTO of Dell EMC’s Services in their Big Data Practice, the Global Head of People Analytics at PayPal, the President and CEO of Humanyze and others today.
I get a lot of questions about this topic, so I hope that this episode is helpful, interesting and motivating and I hope it will inspire you to think about how you can leverage these concepts and ideas inside of your organization.
What You Will Learn In This Episode:How to define Big Data How to start using People Analytics in your organization How companies like Humanyze use sensors to gather data in real time and how companies leverage that data Important tips, tricks and advice on how to use the data you gather How to use data and analytics to track retention and attrition
What It’s Like To Be A Woman CEO, How AI Is Affecting Legal Services, Creating An Authentic And Engaging Place To Work And Much MoreThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Elena Donio has been Chief Executive Officer of Axiom Global, Inc. since November 2016. Prior to this role, Donio served as President of Concur Technologies, Inc., from 2014 to 2016. She has also served as a Senior Manager at Deloitte & Touche and as a Senior Consultant at Andersen Consulting (Accenture). She holds BA in Economics from University of California, San Diego.
Axiom is the global leading alternative legal services provider. With over 2,000 employees across three continents, they provide talent and technology to help legal departments adapt to a demanding new era. More than half of the Fortune 100 use Axiom to deliver legal work.
What is the role of a CEO?
Donio’s time is mostly allocated around communication. They have a distributed workforce, 1400 attorneys around the world. They have 15 offices; in addition, many work in home offices, or at client sites. She makes it a practice to think about how to make sure at a leadership level that people understand the organization’s priorities. Donio and other leaders at the company make sure they have listening posts up everywhere, so can hear the vibe.
Axiom has some unique workplace practices including company-wide meetings – called a huddle. They have huddles 5 or 6 times a year. They live stream them across the company, feature interesting things going on in different departments, do fireside chats, and find that the leadership learns from the questions.
The company also hosts trivia nights, happy hours, and pride month. Their offices have open floor plans, lots of orange, great art and books everywhere. But they are not big on huge employee perks. Donio says, “I really believe that the highest performers are people that have really rich and full lives. And so the idea isn’t to reward people to be in and sitting at a desk all day long”.
What is it like being a female CEO?
Donio says she feels that she hit the jackpot at Concur. She was surrounded by people that believed in her. She also had family that encouraged her along the way and it gave her enough courage to take on the challenge.
She also found that at times throughout her career, the people at the top were people she did not want to emulate. They did not have a family or outside life. But there were a few moments in her career that she saw it was possible.
Advice for those lower level employees to broach a work/life balance?
Donio’s advice for lower level employees who want to change their work/life balance is to understand that the managers around you may not have the life experience to create the right kind of environment, so you need to initiate those conversations. Be open and honest with your leaders. The solution may not be as crazy to achieve as you think.
As a manager, sit down and understand what people are trying to solve for. Ask, where do you need to see change in your life? Are you looking for more time for child? More time for self? Do you feel guilty for working so much?
You will find that it is usually more than one thing. Then get tactical. What would be sustainable? Would work from home on Fridays be enough? Saying no to a new project? Get specific. It can be simple pivots and shifts, it doesn’t have to be momentous. Then work with managers to be creative.
Things you will learn:Aspects of being a female and CEO How to deal with tough situations The function of AI in law practice Why huge perks aren’t a focus for Axiom The story behind the red folder that helped Elena make the decision to move from Concur to Axiom
Organizations Do What We Design Them To DoThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Why is it that we are so shocked when companies shut down or are slow to adapt to change? We shouldn’t be surprised, because we create organization that do what they are supposed to do.
We as humans are good at building things that do what they are supposed to do. We have clear intentions when we build or create something like a car engine, a computer or an office building and we make sure they are built to fulfill their intended purposes.
We also build organizations. But a lot of times we seem shocked and surprised when an organization fails or is too slow to adapt or faces major challenges. We look at companies like Kodak or Tower Records, for example, and see how they disappeared or we look at United and see the major issues they are facing. These things shouldn’t surprise us because we create organizations that do what they are supposed to do. Organizations are built to not anticipate the future or to not withstand change.
If you want hierarchies to be flattened or managers that act more like coaches and mentors, you have to build your organization with those things in mind. The thing that you build is the outcome that you should expect to get. We need to think about the structure differently; structure comes first, outcomes come second.
How To Ensure You Are A Destination Of Choice For Talent, The Business Value Of Culture, The Future Of Leadership And Much MoreThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Jeffrey Puritt serves as the President and CEO of TELUS International, Inc. Puritt has international experience in communications and technology sectors including mergers, acquisitions, divestitures, strategic planning, corporate reorganizations and asset and contract management. He joined TELUS Communications Inc. in 2001 and served various positions including Vice President of Mergers & Acquisitions at TELUS. He obtained a Bachelor of Arts degree in Political Science from York University in 1984 and a Bachelor of Laws degree from Osgoode Hall Law School in 1987.
TELUS International is a subsidiary of TELUS, a national telecommunications company in Canada. TELUS International provides multilingual customer service outsourcing and digital IT services to global clients. Clients include corporations in travel and hospitality, financial services and fintech, consumer electronics and gaming, telecommunications, and healthcare industries. TELUS International is found in 10 countries with over 30,000 employees.
When it comes to trends in the future of leadership in the next 5-10 years Puritt says competition for talent is more fierce than the competition for customers and so leaders need to figure out how to be an employer of choice, a destination of choice for talent.
Puritt isn’t overly concerned about AI. He says, “I don’t see it as a concern. Perhaps 30% of our business interactions are basic exchanges between customers and business. These types of interactions can be done better by bots or some other automation. For example, reset passwords. The other 70% are not ripe for automation. They are more complex and will need human support.”
He believes that the growing complexity of our world will require increasing support that can interact with technology and yet also interact with humans
What skills will leaders need in the future?You will not attract talent if your style is command and control. Training needs to reflect the desires of Millennials in order to retain them. Leaders will need to be more aware and mindful of people’s feelings and background and their perspectives They will also need to recognize on all the new trends around technology. These will transform our world.
What you will learn in this episode:Why perks are critical to acquiring talent What it’s like to work at TELUS International How Jeffrey makes tough choices Perspectives on building culture in sites around the world Jeffrey’s views on the future of leadership Creative recruiting practices at universities
US Chairman Of PwC On The Future Of Leadership, The Evolution Of PwC, How To Be A Purpose Led, Values Driven Organization, And Much MoreThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Tim Ryan is the US Chairman and Senior Partner at PricewaterhouseCoopers (PwC). Previously he served as the Vice Chairman, having responsibility for the firm’s strategy function and stakeholder relationships including investor relations, regulatory affairs, public policy, corporate responsibility, marketing and sales and human capital. PwC is a multinational professional accounting services firm. It has 55,000 employees.
Tim has over 25 years of diversified experience serving clients in the financial services industry in the U.S. and internationally. Prior to his current role, Tim led PwC's Assurance practice and before that, he led PwC's U.S. Financial Services practice and PwC's Consumer Finance Group.
Tim is a certified public accountant in Massachusetts and New York and a member of the American Institute of Certified Public Accountants. He graduated from Babson College where he studied accounting and communications and remains an active and proud alum. A Boston native, he joined the firm after graduation. Tim is the proud father of six children (10-18 years old) and is passionate about spending time with his kids, hockey, running and reading.
What should be the mindset for future leaders? Tim believes we are seeing a shift that will get better. He says, “The day and age of the dominant CEO is likely coming to an end, and I think we're entering the day and age of humble CEOs and humble leaders…” Servant based leadership will be a shift that is happening even now.
What do leaders need to know how to do in the future? According to Tim, successful leaders of the future need to be good listeners, great ‘understanders’ of people, and good decisions makers. They also need a high degree of business acumen and them need to be adept at technology
Tim believes leaders of the future need to have thick skin. That’s because the CEO of today has a lot of people looking at them. It is important to listen people’s views and not get rattled. They need to be open to criticism and not get unnerved when they listen to a point of view that is not their own.
In order to develop thick skin, practice yourself in the moment. Catch yourself. Take feedback and get better by it rather than get rattled by it.
Tim also shared some information about the CEO Action for Diversity and Inclusion (www.ceoaction.com), a CEO driven business commitment to advance diversity and inclusion in the workplace that launched June of 2017.
A wide variety of CEOs have acknowledged that we can do better and have taken a pledge with 3 main commitments. One year ago it started with 150 CEOs and today roughly 450 have signed the pledge.
The three commitments are:We will continue to make our workplaces trusting places to have complex, and sometimes difficult, conversations about diversity and inclusion We will implement and expand unconscious bias education We will share best—and unsuccessful—practices
What you will learn in this episode:Tim explains his intense morning routine How to balance work and life What it’s like to work for PwC and how they have evolved over the past 30 years Trends in the future of leadership Tim’s view on AI and automation What it means to work for a purpose led, values driven organization
What Is The Future Of Work?The Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
A lot of people ask the question, “What is the future of work”. But that is not the right question we should be asking. Why? Because it leads to two major assumptions.
First, we assume that there is one single future that could happen. Second, we assume that the future is something that happens to us and that we have no control over it. But both of these assumptions are incorrect. There is not just one singular possible future, there are multiple potential futures that could happen based on the decisions and actions we take. And the future is not something that simply happens to us without our control.
What we need to do is flip the question, what is the future of work, around and instead of phrasing it that way we should ask, what are the potential futures that might happen and what are the factors that we need to influence today to get to the future we would like to see.
Phrasing the question this way allows us to be more active in creating our future than we would be if we just sit back and wait for the future to play out in front of us. We are then able to impact the future instead of waiting to react to it after the fact.
The future doesn’t happen to us; the future is something we create, shape and build. Let’s take a step back and ask ourselves, what do we need to do to build the future that we would like to see.
Former Netflix Chief Talent Officer Reveals What She Learned From Working At Netflix, How The Company Got Its Start, How To Use Tough Love In HR And Much MoreThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Patty McCord is the author of the book, Powerful: Building a Culture of Freedom and Responsibility and starting in 1998 she spent 14 years at NetFlix, serving as Chief Talent Officer. She has more than 15 years experience in Human Resources with high-tech companies. She was the Director of Human Resources at Pure Atria, now Rational Software Corporation. She served as Human Resources Manager at Borland International. McCord also ran the Corporate Diversity Programs department at Sun Microsystems. Currently, she is frequently in the media with interviews and articles from Harvard Business Review, NPR, Fast Company and The Wall Street Journal. She speaks at CEO Forums, Business schools and for large groups around the world.
When NetFlix began they were small, did not have money for perks. The perks were not something they focused on. Instead, they emphasized good salary, hard problems and good colleagues. Later, they added extras like unlimited maternity leave.
In 2001 1/3 of the Netflix employees were let go – for example, those who were not very good at their jobs, middle management or those who complained about the lack of perks. Shortly after, the price of DVD players dropped and each had a coupon in the box to try Netflix. That led to them being required to work harder with fewer dedicated people. That year they went public and they developed policies and procedures. They expected people to ‘act like adults’ - giving them more freedom but with high expectations for them.
One of Netflix’s most talked about perks was unlimited vacation –it was never designed to be a perk. Initially, employees accrued 26 days a year. Instead, as an experiment, they decided that they wouldn’t keep track of the time employees take off but instead will keep track of what they got done. They focus on results and expect employees to act as adults – and so they leave it up to the employees to decide when to take vacation time.
McCord’s advice for employees is to figure out what you love to do and where you can do that, solve problems that need to be solved, ask smart questions of management, and take someone you admire to lunch to ask them how they got to their current position
What You Will Learn In This Episode:Things ‘to do’ and ‘not do’ in the hiring process The use of anonymous surveys How to be proactive in HR What Netflix looked like in the beginning and how they have evolved The thought behind unlimited vacation at Netflix The importance of leading by example
Link From The Episode:
Who Controls Work: The Employee or the Employer?The Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
There is a big debate these days about whose responsibility it is to create a sense of purpose for employees at an organization. Is it up to the employee or the employer? Many people believe that in order to create a workplace where people actually want to show up the employer needs to give employees challenging, exciting and inspiring work that creates a sense of purpose.
But, the truth is, the employee controls the work. It is the employee who picks which jobs to apply for, whether or not they want to go in for an interview, if they say yes or no to the job offer. The employee has a choice in what field they want to study in school and at most jobs they are told up front what they will be expected to do. What you do in an organization is not usually a surprise after you get hired. If you apply for a sales position, for example, you are going to be doing sales work.
The employer simply controls the environment in which the work gets done. They can control three main environments: culture, technology and physical space. Through these three main environments organizations can have an impact on how you feel at work, how efficiently you get your work done and where you get the work done. But the work itself is up to the employee.
Podcast Mashup: A Look Back At The Advice Given By Past GuestsThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Since we are starting the week with a holiday, I thought we could do something a little different. I have interviewed a lot of fascinating guests over the years ranging from the CIO of IBM to the Chief People Officer at McDonald’s to the CHRO at Allstate and many, many others. And towards the end of most of my interviews I ask the guest to give us some advice in the area of their expertise. We have received a lot of great advice over the years and so I thought it would be fun to compile a full episode of advice from past podcast guests. I hope you find it interesting and helpful, there are some great tips and thoughts in these clips.
The first clip is from my interview with bestselling author Jon Gordon. Our conversation for this episode revolved around his newest book, The Power of Positive Leadership. The section that I chose from this interview was when Jon gave us 3 key principles to focus on from his book in order to help us be more positive leaders and transform our organizations.
His three key points were, talk to yourself instead of listen, focus on the fact that we create our world inside out, not outside in, and the importance of grit.
The second clip I chose for this week is from David Deming, the Professor of Public Policy, Education and Economics at the Harvard Graduate School of Education and a Faculty Research Fellow at the National Bureau of Economic Research. In our conversation we talked a lot about the future of education, the current economy and skills needed for employees of the future. He had advice for both leaders and entry level employees.
One piece of advice he gave to leaders was, “don’t be afraid to take a chance on somebody who doesn’t come from the standard background but who could potentially be a good fit for a position that you’ve got going on. Because I do think that in this world of constant technological change and uncertain measures of employee productivity, it’s easy for good people to fall through the cracks”
One topic that is really timely at the moment is privacy and security in our increasingly connected world. So I chose a clip from my interview with Dr. Alissa Johnson (aka Dr. J), the Chief Information Security Officer at Xerox. In the clip you will hear her tips and tricks on how to protect ourselves in this connected world. As she mentions in the clip, the advice may seem simple, but they are all things most people are not currently doing.
I also chose a few clips with advice on people analytics because it is another hot topic nowadays. The two clips that I chose are from Natalie McCullough, the General Manager of Workplace Analytics and My Analytics at Microsoft and David Green, the global director of people analytics solutions at IBM Kenexa Smarter Workforce.
Part of Natalie’s advice was to, “really start on this journey with a sense of transparency and growth mindset. So, approach the data with the very open question of “what can I learn from this data?”. A bad way to start is to start with a fairly defensive mindset, which I’ve also seen.”
David gave some advice that was simple and straight to the point. “In terms of how can organizations get on with this...I mean honestly, just start”, David said, “Read up on it, be inspired by what other people are doing, don’t copy them necessarily, but be inspired.”
When I interviewed Seth Godin, author of 18 bestselling books, speaker and founder of altMBA he gave us advice on what entry level employees can do to bring more passion into their careers and be more successful at work.
He said, “I think it’s really important that we get this perspective and begin to take responsibility, that we never, ever say, “Well, I have student loans and a family to support and bills to pay, therefore, I will sacrifice my life and my future by doing braindead work that I don’t believe in, half-assed and waiting it out”. Because what are you waiting it out for? When will you stop waiting it out?”
Other clips that I included in this podcast mashup are from the Chief People Officer at McDonald’s, the Co-CEO at Gensler, the Senior Economist and Team Leader of the Labor Market Trends and Policy Evaluation Unit at the ILO, author of The Coaching Habit, and author of MegaTech: Technology in 2050.