Creating The Workforce Of The Future: What You Need To Do To Prepare For The Changing Labor MarketThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Charles Phillips is the CEO of Infor, the largest privately held technology provider in the world. During Charles’ time at Infor the company has more than doubled in size and became the first major software company to offer an integrated, end-to-end application suite for entire industries.
Prior to Infor, Charles was President of Oracle Corporation and a member of its Board of Directors. During his seven and a half year-tenure, the company tripled in size and successfully acquired 70 companies. Prior to Oracle, Charles was a Managing Director in the Technology Group at Morgan Stanley. Before his business career, Charles was a Captain in the U.S. Marine Corps.
Infor is a global company with 18,000 employees around the world. It provides enterprise software products for every aspect of business in 180 countries. They build complete industry suites in the cloud and deploy technology that puts the user experience first, leverages data science, and integrates with existing systems.
One of Infor’s products is Talent Science. This uses data to assess people with a 25 minute test to see what people value and what they are like. You end up with a profile to see best fit with positions. It can identify people that can work together, chemistry matches, etc. Their current data shows that 40% of new hires don’t work out. So they are trying to improve that percentage with data. If applying, candidates will take this assessment. The system will also put out questions for the hiring manager to ask, so it guides the interview process.
In addition, Infor has developed partnerships with universities (such as CUNY) to teach business applications, building their own pipeline of employees. This was important in their move to NYC, but they are also doing this in India and Manila, as well. The emphasis is on technical skills, but they partner with some nonprofits that require leadership skills, so they have included those too. They also have a mentor program that includes people inside of Infor as well as some others outside of the company.
Charles’ advice for employees looking to move up is to be intellectually curious. Learn more than what you need for your job. Look around you and see what the people around are you doing. And be the “guy in the huddle who gets the ball”. Be the reliable one so your leader will hand things to you.
How does Infor foster the culture to encourage an open environment?They created small teams to help employees feel connected They give out MVP awards to employees who have done something special All-in-all they have done small things that add up
How do you create a common culture across the world?Instant messaging Travel to various offices, spend time together Give meaningful work Do things at the right time of day so all can participate Online is important but still need to ‘show up’ in person
What does Charles see coming in the Future of work?AI assistance that will free up mundane work Some work spaces with living spaces combined (work/live space) He would like to see job vouchers, similar to school vouchers, where you could go to an employer and say “I’m paid for for the first year. Can you train me?”
What you will learn from this episode:What is the role of a CEO Changes Infor has gone through under Charles’ leadership Charles’ perception of Silicon Valley How to create the workforce of the future Trends Charles is paying attention to How Infor is solving job mismatch What is Talent Science?
How to Keep Your Company From Becoming IrrelevantThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
How would it feel if you were on a 30 year train ride on a train that is traveling at such high speeds you aren’t able see anything outside the windows. You would only be able to focus on what is immediately around you in the train; the food you are eating, the other people on the train and the physical space that’s around you. That would be your full reality for 30 years. You probably wouldn’t recognize the world around you when you stepped off the train 30 years later.
This is the situation a lot of organizations are in right now. They focus solely on their own organization; they keep their heads down and always look inward. These organizations aren’t taking the time to get off the train and look around at what is happening around them. They don’t try to figure out how their products and services fit into the world around them.
When we as organizations fail to stop the train and get off, by the time we get to our destination, we will be irrelevant. We all need to learn that even though we are on our own respective journey, we have to get out and look at the world around us.
The Making Of Modern Elders: Why It's Not All About MillennialsThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Chip Conley is a NY Times bestselling author, founder of Joie de Vivre Hospitality, and the Strategic Advisor for Hospitality and Leadership at Airbnb. His newest book, "Wisdom@Work: The Making of a Modern Elder," was inspired by his post-50-year-old experiences as both a mentor and unexpected intern at Airbnb.
At age 26, he bought an inner city hotel, renamed it The Phoenix and it is now a popular place to stay for musicians, celebrities, etc. in the Bay area. After that he became the founder of Joie de Vivre Hospitality (JDV) which has become the 2nd largest boutique hotel brand in America, with 3500 employees.
Chip sold JDV in 2010. He accepted an invitation in 2013 from the founders of Airbnb to help transform their start-up into what is today the world’s largest hospitality brand. In January 2018, he founded Modern Elder Academy (MEA), the world's first "midlife wisdom school," where attendees learn how to repurpose a lifetime of experience for the modern workplace.
Chip has made observations of 5 criteria that a modern elder may display. They are:Stewardship Emotional intelligence Holistic thinking Unvarnished insight Good judgment
How does one start to become a modern elder?Evolving - if you are attached to your current identity you may need to evolve it, fix your ego, perhaps. Have a growth mindset, be curious, and try to improve yourself. Chip says, “Curiosity is the elixir for life” Learning – don’t be afraid to ask questions and be ‘catalytically curious’ Collaborate – with age you develop pattern recognition. Wisdom is seeing patterns. Being intuitive about people makes you a great team member, helping people to see that diverse teams are more successful – this includes diverse in ages
Chip’s advice for younger workers is to look around them to find people they see as a role model. Look at the people who you most admire and ask them out for coffee.
His advice for older workers is to take a hard look at your current position. Is the habitat suitable for someone like you? If you feel you are irrelevant then move. If it feels good, look at how you can share your wisdom.
He also tells older workers to intern publically and be curious. When you have advice, ask if the person would like some advice and come from a place of humility. It is important that the person you are trying to mentor has a growth mindset.
Chip suggests that organizations start by reading the book, as the book has 10 specific steps for companies. Organizations should look at how they can adapt their aging workforce and they should look at best practices from other organizations in order to create multigenerational groups.
What you will learn in this episode:4 steps to being relevant in mid-life How organizations can be stronger by embracing a diverse range of ages How to find a mentor Why it is good to be ‘catalytically curious’ Why midlife is now 35 – 75 years old A look at a typical day in the life of Chip How to get rid of your ego
Link From The Show:
We Still Need Humanity in the Future of WorkThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
AI and automation is at the center of a lot of conversations these days. Most of the time these discussions are focused around efficiency and the ability of AI and automation to get a task done. An autonomous vehicle, for example, can pick you up from point A and drop you off at point B.
But, I’ve noticed that there really isn’t any discussions focused around the human aspect and how we feel about the process of the task completion. The world’s number one chess player, Magnus Carlsen, recently commented on AI and automation in the chess world. He said he doesn’t ever play against a computer, not because the computer always wins (which he admits, it always does), but because he feels like he is playing against someone stupid who does not understand the game.
Going back to the autonomous car example, yes it can get you from point A to point B, but can it open the door for you, can it provide casual conversation along the way, and can it provide commentary on the area you are passing through?
It’s not just about getting a task done, it’s about how we feel during the process of completion. In using only AI and automation we lose out on human interaction, we should be careful not to lose sight of the human component.
Creating A Challenge Culture: Insights From Former CEO Of Dunkin' Brands And Papa John'sThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Nigel Travis is the current Executive Chairman of the Board for Dunkin’ Brands. Previously, he served as Chief Executive Officer of Dunkin’ Brands and added responsibility as Chairman of the Board in May 2013. Dunkin’ Brands Group controls nearly 19,000 Dunkin’ Donuts and Baskin-Robbins “points of sale” in more than 60 countries, from Argentina to Japan.
Previously, Nigel served as President & CEO of Papa John’s, the pizza chain with annual system-wide sales of $2.1 billion and more than 3,300 restaurants throughout the U.S. and 29 international markets. During his four-year tenure with the company, Papa John’s online sales tripled through the innovative use of technology.
Prior to Papa John’s, Nigel served as the President and COO at Blockbuster, Inc. During that time, global sales increased over 50 percent and the international business was developed to encompass 26 countries with revenues of $1.8 billion. Nigel also built a worldwide franchise network of 300 franchisees in 15 countries with revenues of approximately $1 billion, and transitioned the company from a video rental store chain to a complete movie and game source. Nigel has also worked for Burger King, Exxon, Kraft Foods, Rolls Royce and Parker Hannifin.
Nigel’s new book will be coming out on September 18th and it is titled, “The Challenge Culture: Why the Most Successful Organizations Run on Pushback”
Why a pushback culture?
Nigel says, “Pushback gives you more views, often different perspectives, builds greater engagement and probably alignment within the organization.”
This culture gets the best from incorporating peoples’ thoughts. You get the best solutions. This is the way to get people to truly by-in to a project.
Why is it hard to get pushback culture going?The approach is anti-hierarchical. People spend time to get to senior positions and once they get there they have a feeling of, ‘I am in charge’. They are often reluctant to give up power and control People are too lazy - it’s easier give orders than cultivate this pushback culture
How do you create a challenge culture?Start modeling it yourself It is not something to plug in, it takes time and patience Go in and ask questions - in positive way Drop in to discuss the book, idea, etc. Don’t go too fast; do not be too overt about it (unless you are the CEO)
Nigel’s advice for employees:Be civil and don’t attack Use open-ended questions
- Can we do it better?
- Ask - would you be interested in hearing what I am thinking?
What you will learn in this episode:What is pushback and why is it important? Nigel’s experience at Kraft Foods, Rolls-Royce, Parker Hannifin, Papa John’s, Dunkin’ Brands and Blockbuster A look at Blockbuster’s demise and how they could have avoided it Nigel’s biggest triumph and misstep How company cultures in Europe differ from the United States
Does Your Company Have A Reason For Being?The Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
There are some organizations that are great. Their employees love coming to work, they have satisfied customers and they make a great impact on their communities. There are also organizations that are not so great. But what makes some organizations great and others not so great?
The answer is, great companies have a reason for being and others do not. A reason for being is a non-conventional mission statement that is comprised of four main things. The first thing is they have something that is unattainable. Something that makes their people reach for the stars and aim high and it gives them something to constantly work towards.
The second component is something that doesn’t talk about money or financial gain. When a company only focuses on financial gain it doesn’t give employees anything to get behind and it doesn’t give them a strong sense of purpose.
The third component is to have something that talks about the impact your organization can bring to the community or the world. What is something your company could do, that fits in with your corporate culture that could better the community outside the walls of your company? An inspirational message is something that people can get behind and get excited about.
The fourth attribute of a reason for being is something that rallies employees and something that gets them excited. Something that makes them want to come into work and give all they have.
Does your organization have a reason for being? If not, it’s time to create one.
The Future Of Energy And How National Grid Is Future Proofing Itself For The Changes AheadThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Dean Seavers is the President of National Grid, US. Prior to leading the US portion of National Grid, Dean worked in leadership at companies such as Ford, GE, United Technologies and Tyco.
National Grid is one of the largest investor-owned energy companies in the world - covering the UK and the Northeastern part of the US. They have 16,000 employees – about 10,000 that are customer facing and the other 6,000 or so that are in management roles spread out across three states. National Grid serves 20 million customers.
What are the workforce trends Dean is paying attention to?
The first trend is technology-- we all need to be tech savvy. We can use technology to drive better efficiency and productivity through things like data analytics and automation. Dean says, “The reality is, I think, when you spend 80% of your time doing routine things, you don’t have the time to always focus on the things that truly add value for customers and employees”.
Dean is also paying attention to clean energy sources. National Grid is a big proponent of driving change in the way we consume energy. They are looking to solar, hydro and wind power to improve our impact on the environment.
Another trend Dean is paying attention to is self-driving vehicles and electric vehicles. He believes transportation needs to be cleaned up and there are a lot of great advances coming that can help do that.
Dean’s advice for leaders is to listen and understand employee base. It really is important to understand the pulse of the organization. You have to be transparent and drive alignment to values and lean into the challenges and make tough choices.
What you will learn in this episode:How energy is evolving What it’s like to work at National Grid Workforce trends Dean is paying attention to How National Grid is using automation, bots, and people analytics to stay ahead Why Dean is now a believer in self-driving vehicles How the way we consume energy will change in the next 5-10 years How Dean is future proofing National Grid as the energy industry rapidly changes
The Truth About Self-Awareness From New York Times Bestselling Author Dr. Tasha EurichThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Dr. Tasha Eurich is an organizational psychologist, researcher, and New York Times best-selling author. Over her 15-plus-year career, she’s helped thousands of leaders around the world become more self-aware and successful.
With a PhD in Industrial-Organizational Psychology, Dr. Eurich is the principal of The Eurich Group, a boutique executive development firm that helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders and teams. Having worked with clients like T-Mobile, KPMG, Walmart, Vail Resorts, and HCA Healthcare, her primary areas of expertise are executive coaching, leadership development programs, and executive team development.
Dr. Eurich’s first book, Bankable Leadership, debuted on the New York Times bestseller list in 2013. Her latest book, Insight, delves into the connection between self-awareness and success, where she shares the surprising findings from her multi-year research program on the topic
What is self awareness?
“It is seeing ourselves clearly.” Specifically-understanding who we are, how others see us and how we fit into the world around us.
One of the biggest myths of self awareness is that we are self aware. They found that 95% of people feel that they are self award but in reality only 10-15% of people actually are self aware.
2 core sets of knowledge of self awarenessInternal self aware: I know who I am, what I want, what I value Requires a commitment to look inside of ourselves that is not always comfortable or easy Tend to make choices that make them happy External self awareness: knowing how other people see us What if I ask others and no one sees me as I do. Sometimes I ask others’ opinions without thinking about what I really want. May need to work on it if someone gave you experience that blindsided you. For example, spouse leaves, getting fired from job How often do you ask for feedback? How did I do on the presentation?
Why is self awareness important?
If we, as leaders, improve self awareness:it makes us better performers and more promotable. will have more engaged employees stronger marriages better communicator avoid unethical behavior less likely to lie cheat and steal. lead more profitable companies
What can an employee do in a company?Give an HR rep a call to find what assessments are available, for example 360 evaluations. Starting with a boss, ask for critical feedback. The most successful leaders ask for critical feedback often. Formalize this with your boss to keep the feedback ongoing. Meet regularly
Alarm clock eventsEarth quake events – turns around a serious event New roles and new rules Starting a new job – ripe moments for self awareness Everyday insight – comment from someone that gives a new perspective.
What you will learn in this episode:What is self-awareness Myths about self-awareness How many people are actually self-aware Examples of self-aware CEOs What are Self awareness unicorns All about the Impact Yourself Daily App
How Often Should You Measure Employee Engagement?The Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Is there an optimal number of times to check in with employees or gather data on employee engagement? There is an important element of employee engagement that most organizations are missing out on.
All organizations want their employees to be engaged at work. Engaged employees are focused, productive and hardworking. But most organizations get caught up in one question. They ask, “how often should I measure employee engagement or employee satisfaction?”. Should we be measuring these things once a year, once a quarter, once a month?
There is something vitally important that these organizations are missing out on by only focusing on the question of the optimal number. There is so much more to employee engagement than numbers or data. Organizations need to take a step back and realize it is not so much about how often we collect the data, but what we do with it.
The truth is, there is no optimal number. Take the example of a personal relationship, such as a married or dating couple. Can you imagine going to your significant other and asking them, “how often should I be checking in with you or asking for feedback--once a week, once a month...?”. We don’t do that. When something bothers us we don’t wait for the other person to ask us to provide feedback, we speak up, we start a conversation about the issue and we try to resolve it. And likewise our significant other can usually sense when things are going good or things are not going so well. The same should apply in our organizations.
As in personal relationships, we should be having ongoing conversations in our organizations. We shouldn’t just be checking in once a year or once a month, it should be an open, ongoing conversation that never ends. Also, it shouldn’t just the be leaders of an organization starting the conversation. Employees should feel comfortable starting a dialogue or providing feedback when something is frustrating, when the process isn’t working, or when they need a different tool to get their work done.
The Future Is Gen Z: What You Need To Know From CHRO Americas at JLLThe Future of Work Podcast With Jacob Morgan | Futurist | Leadership | Workplace | Careers | Employee Experience & Engagement | add
Mary Bilbrey is the Chief Human Resource Officer (CHRO) for Americas at JLL, the leading integrated global real estate services and investment management firm. Mary joined JLL in February of 2016. She came to JLL from HSBC, the multinational banking and financial services company, where she was the Head of Human Resources for HSBC USA.
JLL is a leading professional services firm that specializes in real estate and investment management. Their vision is to reimagine the world of real estate, creating rewarding opportunities and amazing spaces where people can achieve their ambitions. JLL is a Fortune 500 company with nearly 300 corporate offices, operations in over 80 countries and a global workforce of 83,500
Is there truth to generational stereotypes?
Some of it seems to be that with every ‘new’ generation we talk about various traits that they seem to display - but in reality it is simply because they are young. It has been true of every generation – they are more idealistic, more ‘me’ focused. But much of that can be attributed to their youth. It is a ‘life stage’ versus a generational stereotype.
2 things that Mary expects will be driving employers with Gen Z employees:Gen Z did not experience the digital revolution. They were born into an environment where it was part of their life from the beginning. That is going to have an impact. They are beginning to enter the workforce in a very strong labor market. So they have more choices – employers, work environment, vision and purpose of the organization.
What will be Gen Z’s impact on leadership?
One major factor has been switching of traditional performance reviews to ongoing ‘quality conversations’ that happen all the time instead of only at midyear performance reviews.
This impacts the leaders who have to change how they manage others; it is more intuitive and makes more sense. “One of the hardest things to change has been the need for an enclosed office – there seems to still be an emotional tie to the topic,” Mary says.
Mary’s advice for managers is to think about developing multi-generational groups, consider reverse mentoring, and learn from each other.
What you will learn in this episode:Generational stereotypes – fact or fiction? How can hallways be places of ‘casual collisions’ The impact Gen Z will have on leadership What Gen Z is looking for in a workplace How JLL is evolving to make sure they are ready for Gen Z What does the future of work look like?
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