Leading The Future of Work With Jacob Morgan (Business)

Making decisions in familiar circumstances is easy.

All you have to do is remember what you did successfully in the past, and then do it again.

But what do you do when you're faced with an unfamiliar situation?

The answer lies in chess--a virtually limitless game.

There are a lot of possible moves in a game of chess, but there are certain things that Grandmasters do all the time:

1. Pattern recognition

2. Follow their intuition

3. Calculate

4. Not afraid of making mistakes

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Companies with better employee experiences have more engaged and productive workers, higher profits, and the ability to attract and retain talent. In today’s competitive talent landscape, companies can’t afford not to invest in employee experience. Download your copy and start creating better experiences for your employees and customers today!

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Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: How_To_Make_Decisions_In_Unfamiliar_Situations__Circumstances_MP3.mp3
Category:Business -- posted at: 12:34am PDT

Rosabeth Moss Kanter is a professor of business administration at Harvard Business School and the director and chair of the Harvard University Advanced Leadership Initiative. She has authored and co-authored around 20 books, with her latest work being “Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time”.

Professor Kanter shares her current undertakings at Harvard University and her thoughts about the subject of leadership while looking at examples such as today’s world and business leaders.

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Companies with better employee experiences have more engaged and productive workers, higher profits, and the ability to attract and retain talent. In today’s competitive talent landscape, companies can’t afford not to invest in employee experience. Download your copy and start creating better experiences for your employees and customers today!

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Prof._Kanter__-_Ready.mp3
Category:Business -- posted at: 12:59am PDT

We keep hearing about this concept of passion and whether or not you should follow your passion.

It reminds me of a story about a man who visits a construction site.

As he's going around the construction site, he sees a bunch of people working.

He asks the first person what they do there. And the man responds that he lays bricks.

He asks the second person, who says he is building a wall.

He asks the third person, who says he is building a cathedral.

I love this story because it's an example of three people who are doing the exact same thing with totally different mindsets.

It's not that the person building a cathedral is passionate about what he's doing, it's the fact that he's bringing his passion with him to whatever he does.

And that I think, is a far more scalable and realistic approach.

Don’t follow your passion. Instead, bring your passion with you.

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Companies with better employee experiences have more engaged and productive workers, higher profits, and the ability to attract and retain talent. In today’s competitive talent landscape, companies can’t afford not to invest in employee experience. Download your copy and start creating better experiences for your employees and customers today!

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

 

Direct download: Do_you_Need_to_Follow_Your_Passion_MP3.mp3
Category:Business -- posted at: 12:04am PDT

Yuval Noah Harari is an Israeli public intellectual, historian and professor in the Department of History at the Hebrew University of Jerusalem. He is the author of the popular science bestsellers Sapiens: A Brief History of Humankind, Homo Deus: A Brief History of Tomorrow, and 21 Lessons for the 21st Century. His writings examine free will, consciousness, intelligence, happiness and suffering.

What will be the future course of humanity? Will Artificial Intelligence and Virtual Reality take over? Join us as we uncover these questions with Yuval! 

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Companies with better employee experiences have more engaged and productive workers, higher profits, and the ability to attract and retain talent. In today’s competitive talent landscape, companies can’t afford not to invest in employee experience. Download your copy and start creating better experiences for your employees and customers today!

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Yuval_Noah_Harari_-_Ready.mp3
Category:Business -- posted at: 12:19am PDT

How to win the war for talent by focusing on employee experience.

Employee experience is the process of redesigning your workplace practices around your people by focusing on three environments:

💓Culture: how people feel working for you

🪟Technology: the tools and resources employees use

📠Space: the spaces in which employees work

Lots of people are talking about the Great Resignation, but I see it as the Great Opportunity!

That is... if your organization is willing to step up and make change happen.

I talk about that more in this episode. Tune in and let me know what you think.

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This episode is sponsored by Namely.

Working in HR isn't for the faint of heart. But whether you have 50 or 1,000 employees, Namely is the HR solution that supports you and your employees. With onboarding, performance management, payroll, and intuitive benefits enrollment – all in one connected modern platform. Grow with Namely, and get one free month when you make the switch! Learn more by going to Namely.com/fow today.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: How_To_Win_The_War_For_Talent_By_Focusing_On_Employee_Experience_MP3.mp3
Category:Business -- posted at: 12:07am PDT

Molly Fletcher is the author of four books, one of the world's only female sports agents, and is acknowledged as the female “Jerry Maguire” by CNN. Over 300 athletes, including Hall of Fame pitcher John Smoltz, PGA TOUR golfer Matt Kuchar, broadcaster Erin Andrews, and basketball championship coaches Tom Izzo and Doc Rivers, have signed contracts with Molly worth over $500 million.

In today’s episode, we will discuss how you can succeed in business, build relationships, accept rejections, be authentic, and so much more. Tune in and learn a lot from Molly! 

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This episode is sponsored by Namely.

Working in HR isn't for the faint of heart. But whether you have 50 or 1,000 employees, Namely is the HR solution that supports you and your employees. With onboarding, performance management, payroll, and intuitive benefits enrollment – all in one connected modern platform. Grow with Namely, and get one free month when you make the switch! Learn more by going to Namely.com/fow today.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Molly_Fletcher_-_Ready.mp3
Category:Business -- posted at: 12:51am PDT

Are you a current or aspiring leader who feels stuck in your career?

If so, you’re not alone.

But thankfully, there are six strategies you can implement to unstick yourself from your career and find a way to move forward.

1. Ask why. It's easy to feel stuck. But ask yourself why you feel stuck in your current role or your current environment and get to the root of the problem.

2. Focus more on who you work with and less on the dollar figure and the brand name.

3. Be open to the possibility of making a lateral or even a backwards move so that you can then make a forward move.

4. Have an honest conversation with your leader. If you feel stuck, talk with your leader and explain your feelings. Maybe you can both do something that makes you feel unstuck.

5. Take a step back and really define where you want to go.

6. When all else fails, consider quitting. The worst thing you can do is be complacent and simply feel like you're stuck without taking any kind of action. But the best thing you can do is act.

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This episode is sponsored by Namely.

Working in HR isn't for the faint of heart. But whether you have 50 or 1,000 employees, Namely is the HR solution that supports you and your employees. With onboarding, performance management, payroll, and intuitive benefits enrollment – all in one connected modern platform. Grow with Namely, and get one free month when you make the switch! Learn more by going to Namely.com/fow today.

---------------------

The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: 6_Strategies_For_Getting_Unstuck_In_Your_Career_MP3_NAMELY.mp3
Category:Business -- posted at: 12:22am PDT

Tom Gilovich is an American psychologist who is the Irene Blecker Rosenfeld Professor of Psychology at Cornell University. He has conducted research in social psychology, decision making, behavioral economics. He is also the author of the book, The Wisest One in the Room: How You Can Benefit from Social Psychology’s Most Powerful Insights.

What you will learn in this episode: 

  • The difference between wisdom and intelligence
  • Why we misevaluate certain things
  • Strategies and techniques to use to be the wisest person in the room
  • How experiences have a different effect on us than purchasing material things

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This episode is sponsored by Namely.

Working in HR isn't for the faint of heart. But whether you have 50 or 1,000 employees, Namely is the HR solution that supports you and your employees. With onboarding, performance management, payroll, and intuitive benefits enrollment – all in one connected modern platform. Grow with Namely, and get one free month when you make the switch! Learn more by going to Namely.com/fow today.

---------------------

The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Tom_Gilovich_-_Ready.mp3
Category:Business -- posted at: 12:14am PDT

For many years, there has been the assumption that anything related to people inside of an organization is only the responsibility of HR.

HR does the recruiting, hiring, firing, benefits, compensation, policies, and all the people-related tasks.

I'm not saying that as a leader you need to do all of these things. But as a leader, you are ultimately responsible for your people. And that is very much an HR responsibility.

Sometimes we forget the power and responsibility a leader truly has. You have the power to make or break someone's day.

As a leader, you need to know your employees as human beings, not just as workers.

You need to know what your people care about and what they value.

You need to know their strengths and weaknesses and how you can help them shine.

You need to unlock their potential and make sure they succeed.

People don't leave companies, they leave leaders. So as a leader, you are arguably the most important part of the HR department.

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Why_Every_Leader_Works_In_HR_MP3.mp3
Category:Business -- posted at: 12:14am PDT

Navi Radjou is an Indian-born scholar and an innovation and leadership advisor based in Silicon Valley. He is a Fellow of Judge Business School at the University of Cambridge and has spoken and written widely on the theme of frugal innovation. He has also co-authored the global bestseller Jugaad Innovation and From Smart To Wise. His TED talk on frugal innovation has garnered nearly 2 million video views.

Is innovation just about adapting to climate change and sustainability and scarcity of resources from a broader perspective? As leaders, how can we lead intuitively from the heart? Tune in to learn more about what Navi says about Leadership, Innovation, Intuition, and Integration.

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Navi_Radjou_-_Ready.mp3
Category:Business -- posted at: 12:23am PDT

Do you know how to increase your productivity?

According to Dan Pink, author of When, you have to understand the three stages of your day.

We all go through these stages at different times, but the stages themselves are consistent: Peak, Trough, and Recovery.

The peak is when you have energy, when you're ready to go and you can accomplish anything. This is the time to work on your tough tasks.

The trough is when you're mentally checked out, sluggish, and not really present. This is the stage where you want to focus on the administrative tasks and things that don't require a lot of cognitive energy and effort.

The recovery happens much later in your day. This is where your mood is usually up, and it’s the best time to focus on tasks that are good for insight, such as creating tasks or brainstorming.

The key is to identify when is your peak, when is your trough, and when is your recovery. After you identify those things, you'll know which tasks you should be doing at certain times in the day.

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

---------------------

The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: 3_Stages_Of_Your_Day_to_Increase_Productivity.mp3
Category:Business -- posted at: 12:04am PDT

Daniel Coyle is a New York Times best-selling author. He wrote various books: The Talent Code and The Little Book of Talent, which focuses on a person’s potential for greatness, and The Culture Code, which is all about Culture. He has recently released a new book entitled The Culture Playbook, a supplementary book to The Culture Code.

Daniel wondered how culture was made, and he thought it might be due to great leaders showing great signals. He discovered three patterns that make it a culture. Tune in as the episode discusses the concepts, importance, and impact of culture in people's lives.

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

---------------------

The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Daniel_Coyle_-_Ready.mp3
Category:Business -- posted at: 12:26am PDT

Christopher "Chris" Voss is an American businessman, author, and academic. Chris is a former FBI hostage negotiator, The Black Swan Group Ltd CEO in East Grinsted, England, and co-author of Never Split the Difference. He is an adjunct professor at Harvard Law School, the McDonough School of Business at Georgetown University, and a lecturer at the University of Southern California's Marshall School of Business.

What does Chris take on ways to make negotiations smooth and error-free? Are there any critical points one should remember when negotiating in sales or in real life to win in their favor? Is it essential to be more active in listening rather than just hearing surface-level reasoning? Should you show vulnerability when dealing with hostage negotiations?

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

---------------------

The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Chris_Voss__-_Ready.mp3
Category:Business -- posted at: 1:58am PDT

I never liked the phrase soft skills.

To me, it implies that things like communication, empathy, self awareness, and emotional intelligence are less valuable and less tangible than things like reading, math, and science.

Many leaders and HR professionals actually agree that soft skills are more important now than these traditional hard skills.

It's these human soft skills that ultimately distinguish us from machines.

AI is already augmenting human decision making.

It's out thinking, out maneuvering, out strategizing and outperforming us in many capacities.

But not when it comes to the skills that make us who we are as human beings.

It's because of these “soft skills” that we were still able to bring in new customers and close deals.

We were still able to support and help each other.

And create customer and employee experiences that matter.

So let's call them what they really are, not soft skills, but skills.

Let's recognize how crucial and invaluable they truly are for our personal and professional success.

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Stop_Calling_Them_Soft_Skills.mp3
Category:Business -- posted at: 12:11am PDT

Carlos Gutierrez is the Chairman, and CEO at EmPath. EmPath uses machine learning to solve a problem that the corporate world has been trying to solve for at least 20 years, and that is to identify the skills of every employee. Identify the skills required for every job in the company. Once you have that database of information, the things you can do are endless, and the kind of environment you can create for people. He is also the former US Secretary of Commerce and former Kellogg's Chairman and CEO.

In today’s episode, we will talk about how Carlos got into the business of helping people grow and what motivated him to upskill himself. He also shares what things they do to help businesses know their employee’s skills better, which will help them create a good environment for the employees,  is experience still important and how should leaders look at proficiency.

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This episode is brought to you by EmPath.

Empower your employees, raise engagement, and boost retention. The workforce of tomorrow. Today. Visit www.empath.net to request a demo.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Carlos_Gutierrez_-_Ready.mp3
Category:Business -- posted at: 12:20am PDT

What is the most dangerous quality a leader can have?

Ego.

Having an ego in itself isn't bad. But what hurts a lot of leaders is having an ego that goes unchecked.

As you grow and excel in your career, you're going to get more power, authority, responsibility, and money. And as that happens, it's only natural that your ego is going to grow.

As a result, you start to think that your ideas are better than everybody else's and that you shouldn't be questioned or challenged.

This is when the downward spiral typically begins.

In addition to creating a toxic work culture, you start to miss out on opportunities to create new products and services, and you start to make bad decisions.

But the good news is there are a few things that you can do to avoid having this happen to you:

1. Practice empathy

2. Embrace and develop self awareness

3. Surround yourself with diverse people who are smarter and more talented than you

4. Get out of the ivory tower and spend time with people across different seniority levels and different functions in the organization

5. Practice saying I don't know

Keep your ego in check as you grow and develop as a leader. Don't let ego kill your career and your leadership potential.

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

---------------------

The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: The_1_Most_Dangerous_Quality_A_Leader_Can_Have.mp3
Category:Business -- posted at: 12:13am PDT

Daniel Pink is the author of several books about work, creativity, and the human condition. His books include the long-running New York Times bestsellers When and A Whole New Mind and the #1 New York Times bestsellers Drive and To Sell is Human. His books have won multiple awards, have been translated into 42 languages, and have sold millions of copies around the world

How does learning to address our regrets affect our way of life? Is the phrase “No Regrets” a good way of living our lives? Stay tuned as Daniel and I talk about the widely-held assumptions about emotions and behavior and the most fundamental part of our lives – Regrets.

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This episode is sponsored by SAP Concur.

Integrate travel, expense, and invoice processes into one seamless, connected platform, for complete visibility into employee spend. Learn more at www.concur.com.

---------------------

The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Daniel_Pink_-_Ready.mp3
Category:Business -- posted at: 12:21am PDT

Across all my years of research and hundreds of CEO interviews, the need to provide purpose and meaning keeps coming up, but these two things aren’t the same! 

Today’s employees want to have meaning behind their jobs and work for purpose-driven leaders.

They’ll even take a lower-paying job that delivers purpose and meaning.

I put together all of my best research and takeaways into an interactive worksheet that can transform your organization to deliver more purpose and meaning for you and your teams. 

This must-have resource will help you create a stronger employee experience for current and future employees.

Tune in to this episode If you want to get it for free.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Podcasst_Review_Episode.mp3
Category:Business -- posted at: 12:11am PDT

Stephen Richards Covey was a well-known nonfiction author in the United States. He was a multi talented individual known for his accomplishments as a successful businessman, educator, and public speaker. He is credited with writing The Seven Habits of Highly Effective People, one of the most important business books of the twentieth century.

What are Stephen’s current opinions on managing and leading employees? Is it still possible to accomplish things the old way, such as managing people? Tune in as Stephen discusses the significance of trust and Inspiration vs. command and control and how to manage and contain people at work properly.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

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Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
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Direct download: Audio_-_Stephen_M._R._Covey_-Ready.mp3
Category:Business -- posted at: 12:23am PDT

When researching organizations for my book, The Employee Experience Advantage, my goal was to explore what employee experience is, what the world’s top companies are doing, how to create frameworks that others can follow, and what the ROI of investing in employee experience is.

After all of my research, I found the ROI of investing in employee experience is significant and translates into higher productivity, profit and revenue per employee, stock price performance, and much more. The organizations that invest in Employee Experience CRUSH the competition!

You can learn what the world's leading organizations like Airbnb, Cisco, and Facebook are doing to create these employee experiences with my free employee experience training series here: http://bit.ly/2GcvaxF

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
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Facebook: https://www.facebook.com/FuturistJacob

Direct download: Organizations_That_Master_Employee_Experience_Crush_The_Competition.mp3
Category:Business -- posted at: 1:09am PDT

Kim Scott, the New York Bestselling Author of Radical Candor: Be a Kickass Boss Without Losing Your Humanity and Co-Founder of Candor, Inc. She’s giving her take on why there are so many bad bosses, or at least the perception of so many bad bosses, today. 

Today we are talking about Kim’s new book and how Radical Candor can make you a better leader at work and in life. During our conversation Kim shares  a pivotal moment in her career where she felt she had failed an employee by not giving them honest feedback. From that point on she promised herself she would never make that mistake again and that she would help others practice radical candor.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
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Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Kim_Scott_-_Ready.mp3
Category:Business -- posted at: 1:00am PDT

Boundaries are only as good as your ability to communicate them.

It's great for you to know what your boundaries are, but if other people don't know about them, they're kind of useless.

It’s important to have boundaries and communicate them in a clear way.

When communicating, one of the most important things to have is empathy. You don’t want to sound rude by saying NO to people.

Keep in mind that you’re saying no to the request, not the person.

When your leader starts giving you a lot of work, you can say, “Can you help me prioritize my current projects so I know what I should be working on first and what I can do later?”

Another technique is to have an open and honest conversation with your leader. Let them know that you have a lot going on and are feeling stressed and that you're working on being more productive.

Letting people know what you're facing and how you're trying to come up with potential solutions can be a healthy thing to do.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Training_Others_On_What_Your_Boundaries_Are.mp3
Category:Business -- posted at: 12:19am PDT

Mike Sarraille is a retired U.S. Navy SEAL officer and a former enlisted Recon Marine and Scout-Sniper. He is also the founder and CEO of Talent War Group, a specialized executive search firm, and talent advisory that finds high-performing business leaders for senior, executive, or other critical leadership positions.

What is the application of Military Leadership Development in the business setting? What does it feel like to own up to your mistakes and take responsibility for your own decisions? Tune in to this episode to find out more information!

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Mike_Sarraille_-_Ready.mp3
Category:Business -- posted at: 12:09am PDT

Technology is changing all of the time, so it’s best to conduct technology audits in your organization on a yearly basis.

Take a step back and look at the ways in which you're working and where technology might be able to play a role. Identify the bottlenecks and challenges you see.

If you start using new technologies inside your company, it's important to collect data on the progress. Are employees satisfied with those technologies?

Don't assume that just because you give people a piece of technology, they will automatically start using it. You need an ongoing feedback process so you can keep improving and making changes to your organization.

Technology has a 30% impact on an employee's overall experience. That's because if an employee doesn't feel they have access to the tools and resources to get their job done, they start to become disengaged and frustrated and eventually will want to leave your organization and work elsewhere.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

 

Direct download: Focusing_on_Technology_Your_Teams_Actually_Need.mp3
Category:Business -- posted at: 12:12am PDT

Since 2016, Dashun Wang has been an Associate Professor of Management and Organizations at Northwestern University’s Kellogg School of Management and McCormick School of Engineering. He has been the Founding Director of the Center for Science of Science and Innovation at Kellogg since 2019.

What are Dashun’s thoughts about Hot Streak? Does everyone ever experience this phenomenon? What are the factors that lead to it? How does his new Al help distinguish Hot Streak in art and work settings? Tune in to learn more!

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Dr._Dashun_Wang_-_Ready.mp3
Category:Business -- posted at: 12:46am PDT

Every employee inside of your organization has something to offer regardless of the generation they're from or the stage of life they are in. This is why mentoring can flow both ways, with younger employees mentoring older employees or with older employees mentoring younger employees.

In the old days, we always had the older and more experienced people mentor younger people. But in this new world of work, we're starting to see that mentoring can go both ways.

When mentoring goes the other way, meaning a younger employee is mentoring an older employee, we refer to this as reverse mentoring.

Reverse mentoring is not only a great way to build trust and collaboration, but it's a wonderful way to share ideas inside of organizations. Reverse mentoring can help break through generational stereotypes that might exist inside your company.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Coaching_and_Mentoring_Different_Generations_at_Work.mp3
Category:Business -- posted at: 12:10am PDT

Steve Murphy is the CEO of Epicor Software Corporation. It focuses on selling supply chains. Growing up, he was good at fixing, so he ended up liking building, fixing, and repairing things. Aside from that, it is also why he was influenced into taking Mechanical Engineering as a degree.

Like many others, Steve didn’t begin as a CEO immediately, and he has worked his way up to who he is today. This leads us to the question of how he became a successful CEO? How did his personal and professional background contribute to his success? How did he become a great leader? Tune in to find out!

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Steve_Murphy_-_Ready.mp3
Category:Business -- posted at: 12:12am PDT

Complaining and speaking up are not the same thing!

Everyone should be comfortable with speaking up at work.

The first reason to speak up at work is to share an opinion about something.

Chances are, you were hired because they like what you bring to the table--your opinion, unique perspective, and the things you care about.

Have an opinion and share it, but do so in a tactful way that doesn't put other people down or hurt their feelings.

The second type of speaking up we need to practice is about driving actual change.

When you speak up inside of your organization to drive change, the most important thing you can do is have a solution.

A lot of employees are good at complaining. But if asked what to do to change it, they don’t know what to say. That's not an effective way to drive change inside of your organization.

It’s crucial for you to speak the language of the business and have some sort of a proposed solution that you want to see happen if you truly want to drive change.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Knowing_When_To_Speak_Up_At_Work.mp3
Category:Business -- posted at: 12:14am PDT

Jeffrey Katz is the former CEO of Swissair and a former president of SABRE. He is also the founding CEO of Orbitz. Before rising to the top, Jeff went into various industries in American Airlines. He worked his way to the top from being in management, finance, marketing, sales, and even customer service. He started from the bottom, and now, he has achieved so much more.

How did Jeff handle the challenges he encountered throughout his journey? How did he survive and become successful to who he is today? Tune in and see how Jeff made his journey as a leader and discover the lessons he learned in life.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Jeffrey_Katz_-_Ready.mp3
Category:Business -- posted at: 12:12am PDT

Most of the time, we’re focused on what is right in front of us, especially with our careers.

But we need to pay attention to the tangentials. That means opening up a bit to notice the things on the sides related to our main focus.

For example, let’s say you are in finance.

If you’re someone who is paying attention to the tangentials, you would probably notice that there are a lot of conversations happening around the impact AI and technology might have on your job.

Because of this, you could ask yourself, where else can my skills and abilities be used besides just finance?

Then you would realize that your skills are also very much in demand in areas like HR data science and people analytics. You can now quickly pivot and bring your skills to another area.

If you had your blinders on, you would be very much stuck in finance and not have as many options to grow and expand.

This is why it’s very important to pay attention to the tangentials.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Why_You_Need_To_Pay_Attention_To_The_Tangential.mp3
Category:Business -- posted at: 12:15am PDT

David Novak is the former CEO and founder of Yum! Brands, the company behind Taco Bell, Pizza Hut, & KFC. When David was CEO he took the company from $4 billion to $32 billion. Harvard Business Review calls him one of the 100 best performing CEOs in the world. In today’s episode, we will talk about David’s leadership journey and some of the things he learned along the way, why vulnerability is crucial to leadership, the one moment in David’s career that most impacted him as a leader, how David invented cool ranch Doritos, and how you can start being your own best leadership coach.

Tune in and listen as we dive into the journey of leadership and rising above the ranks in the corporate world!

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_David_Novak_-_Ready.mp3
Category:Business -- posted at: 12:41am PDT

Do you need to be an executive at a company to be a leader?

No, you don't.

Leading others is a choice.

It's not about your title.

There are plenty of people who have senior executive titles but are terrible leaders. And similarly, there are lots of other people who don't have executive titles but are amazing leaders.

Being a leader is about influencing change. It's about motivating, engaging, empowering, and inspiring others.

If you want to be a better leader, then start leading.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Being_A_Leader_Is_A_Choice_Not_A_Title.mp3
Category:Business -- posted at: 1:07am PDT

Ori Brafman is a teaching fellow at UC Berkeley's Haas School of Business and a New York Times best-selling author. He has written a total of 5 books, namely the following: ‘Radical Inclusion,’ ‘The Starfish and the Spider,’ ‘Sway: The Irresistible Pull of Irrational Behavior,’ ‘Click: The Power of Instant Connections,’ and ‘The Chaos Imperative.’

Ori would be sharing with us all about two of his books, The Starfish and the Spider and Sway: The Irresistible Pull of Irrational Behavior. Aside from that, he would also be sharing all about Fully Charged Institute and his work with Tom Rath.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Ori_Brafman_-_Ready.mp3
Category:Business -- posted at: 1:13am PDT

We’ve never invested more time, more money, or more resources into employee engagement programs. We spend billions of dollars every year, but around the world, employee engagement scores aren’t improving. Why?

Because it’s the employee experience that creates an engaged workforce. And an engaged workforce impacts ROI. If you want to have an engaged workforce, start by investing in the experience of your people.

This is based on a concept created by a psychologist named Thomas Gilovich. He realized that if you invest in a physical good, your satisfaction goes down over time. However, if you invest in an experience, over time, your satisfaction goes up.

Learn how the world’s top CEOs create amazing employee experiences within their organizations.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Employee_Experience_Directly_Impacts_ROI.mp3
Category:Business -- posted at: 12:11am PDT

Joe Fuller is a Professor of Management Practice and co-leader of the Managing the Future of Work Initiative at Harvard Business School.

He founded the global consulting firm Monitor Group, now Monitor-Deloitte. He has deep experience in industries with heavy reliance on technology such as life, sciences, ICT, defense, and aerospace. Joe believes that the overall workforce lacks skills, which is why companies are opting to shift to robotics and AI.

Listen in today’s episode as we explore workforce trends and what’s on the horizon, the impact of the pandemic on digital transformation, why low wage jobs are so hard to fill, and what organizations should be doing if they want to be able to attract and retain top talent.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Joe_Fuller_-_Ready.mp3
Category:Business -- posted at: 12:41am PDT

The world of work is constantly changing. Skills and mindsets that were long considered to be in the future are gaining steam now. To stay relevant, future employees need to cover these seven principles:

✈Has a flexible work environment. Employees of the future will have the freedom to work when and where they want.

✈Can customize their own work. Future employees will be able to shape their career paths and choose their next projects and positions.

✈Shares information. Future employees share ideas and information and freely collaborate with their colleagues.

✈Uses new ways to communicate and collaborate. Instead of only relying on emails and phone calls, future employees will embrace new technology to communicate and collaborate in the most efficient ways possible.

✈Can become a leader. Future leaders have the unique opportunity to become leaders within their organizations by sharing their ideas and feedback in public ways with their peers and managers.

✈Shifts from knowledge worker to learning worker. Instead of relying on what they learned in school, future employees will always be learning.

✈Learns and teaches at will. Future leaders help develop others.

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: 7_Principles_Of_the_Future_Employee.mp3
Category:Business -- posted at: 12:17am PDT

Sinan Aral is a professor at MIT who focuses on Management, Marketing, and Data Science. He is also the director of the MIT initiative on digital technology. According to him, the best way to describe him is a Data Nerd Scientist with experience building businesses.

In today’s episode, Sinan Aral discusses his journey to reach what he has now and discusses his book “The Hype Machine.” Tune in and listen as he discusses various topics, all about data, social media, and a lot more!

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The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Sinan_Aral_-_Ready.mp3
Category:Business -- posted at: 12:34am PDT

Sam Walton, founder of Walmart, passed away in 1992, but the company he created is still one of the world's largest employers today.

In many ways, the impact of his leadership is still felt today.

Sam's leadership lessons can guide us today in 2021 as much as they did many many decades ago.

Here are three things Sam did that you as a leader should do as well:

1. Ask questions. Sam was considered a master questionnaire. He was constantly talking to people at all levels of the company. He showed that he valued other people's perspectives, opinions, and ideas by truly trying to ask thoughtful questions.

2. Surround yourself with people who are smarter than you. A leader's job isn't to be the smartest person in the room. A leader's job is to assemble a team and to create an organization where people are smarter than the leader is.

3. Hold on to what's working and change what isn’t. It's easy to get wrapped up in new things. But don't get rid of a successful practice or method simply to chase something shiny and new.

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This episode is sponsored by Namely.

Whether you have 50 or 1,000 employees, Namely helps you easily adapt to the ever-changing workplace. Make sure to check them out.

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Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: 3_Things_We_Can_Learn_From_Walmart_Founder_Sam_Walton.mp3
Category:Business -- posted at: 12:05am PDT

Glenn Fogel is the Chief Executive Officer and President of Booking Holdings and Chief Executive Officer of Booking.com, which he has held since January 2017 and June 2019, respectively.

Before his current roles, Glenn served as Booking Holdings' Head of Worldwide Strategy and Planning, where he led major strategic initiatives, including the critical acquisitions of Booking.com, KAYAK, OpenTable, RentalCars.com, and Agoda. He also served as the Executive Vice President of the Corporate Development division, responsible for worldwide mergers, acquisitions, and strategic alliances.

What does it truly mean to be a leader? Are discipline and hard work the same? Please tune in to learn more about Glenn's insights as he and I dive into his leadership style.

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This episode is sponsored by Namely

Whether you have 50 or 1,000 employees, Namely helps you easily adapt to the ever-changing workplace. Make sure to check them out.

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Direct download: Audio_-_Glenn_Fogel_-_Ready.mp3
Category:Business -- posted at: 12:08am PDT

We live in a connected world where everybody's trying to stand out and make their voice heard.

This can make it feel like you are just a drop in an ocean. So how can you possibly get noticed?

If you want to learn and grow and have your voice get heard, here are five things you can do:

1. Speak up in meetings. Be confident that you were invited there for a reason to contribute something and not just to be a body.

2. Join a committee or an employee resource group. Find something that matches your talents and interests and go all in.

3. Participate in your company's internal collaboration platforms. Pretty much every organization uses some sort of technology for employees to communicate and collaborate. Take advantage of those platforms.

4. Ask questions. If you struggle to share your own ideas, start by asking questions of others.

5. Offer a solution. Stop pointing out what’s wrong and offer a solution.

Don't be afraid to make your voice heard. It will help you develop and be more successful in your career and in life.

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This episode is sponsored by Namely.

Whether you have 50 or 1,000 employees, Namely helps you easily adapt to the ever-changing workplace. Make sure to check them out.

---------------------

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

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Direct download: 5_Things_You_Can_Do_To_Be_Heard_At_Work.mp3
Category:Business -- posted at: 12:25am PDT

Lara Abrash oversees all aspects of the organization as the US Audit & Assurance business leader, including the execution of quality, innovation, growth, and talent strategies. She is committed to building a diverse and inclusive organization that empowers our professionals to act boldly, embrace an entrepreneurial mindset, share knowledge, tackle complex issues creatively, and drive disruption through innovation - all while providing high-quality audits. Lara believes in passing it on to professionals, colleagues, and clients to continue developing and growing in our personal and professional endeavors. Lara had the opportunity to work with some of Deloitte’s largest and most complex multinational clients as an Audit & Assurance partner with more than 25 years of experience - most recently as Deputy CEO for the US Audit & Assurance business. It has provided her with a wealth of experience and in-depth knowledge of complex accounting and auditing issues, allowing her to serve clients better. -------------------

This episode is sponsored by Namely.

Whether you have 50 or 1,000 employees, Namely helps you easily adapt to the ever-changing workplace. Make sure to check them out.

---------------------

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Direct download: Audio_-_V2.mp3
Category:Business -- posted at: 12:20am PDT

Around a thousand years ago, a mathematician and inventor named Sissa created chess.

He showed it to the ruler of the land, who was so impressed that he offered Sissa any reward he wanted.

Sissa said, “I would like you to put one grain of rice on this chessboard and then keep double the amount of grain for each subsequent square.”

The ruler quickly agreed and told his advisors to figure out how much rice they would need to pay off Sissa.

As it turns out, we don’t even have enough rice in the world today to meet the amount required.

Sissa then became the new ruler of the land.

At first glance, doubling a grain of rice on a chessboard seems like it will lead to very gradual and small growth.

However, when you get to the second half of the chessboard, the doubling accelerates at a hockey stick growth pattern, meaning it’s no longer gradual growth but a massive increase from each square to the next.

When we talk about the rapid pace of change, this is where most leaders, technologists, and futurists believe we are today… at the second half of the chess board.

We must all embrace that this is the new normal.

To succeed in this kind of a world, we need to change our mindset because today “late adopter” means “out of business”

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Direct download: Living__Working_In_A_Rapidly_Changing_World.mp3
Category:Business -- posted at: 12:07am PDT

Chip Heath is a professor at the Stanford Graduate School of Business and New York Times best selling author of the Switch and Made to Stick. He has a new book out called Making Numbers Count; The art and science of communicating numbers. Chip has worked with various clients, including Google, Gap, The Nature Conservancy, and the American Heart Association.

Today, we are talking about his new book Making Numbers Count, how he got involved with some of the work he’s doing, how he got to be a professor, why Chip turned to write books, and how his life led him to where he is now.

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Direct download: Audio_-_Chip_Heath_-_Ready.mp3
Category:Business -- posted at: 12:08am PDT

Magnus Carlsen is the current world chess champion. He is considered the greatest chess champion to ever live.

What makes Magnus Carlsen great is his ability to think outside of chess principles and conventional ideas.

He challenges traditional chess wisdom.

When in positions where it looks like he's lost, he somehow finds a way to save the game.

He does this because he can see things other people struggle to see.

When we think about the future of work, we need this same mentality.

To challenge convention and to come up with new ideas.

We must accept that the game has changed.

We have to challenge our outdated notions of what it means to be an employee, what it means to be a leader inside of an organization, and even what it means to work.

Now is the time for us to think beyond what we're used to.

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Direct download: What_Chess_Can_Teach_Us_About_The_Future_Of_Work.mp3
Category:Business -- posted at: 12:33am PDT

Jacques van den Broek is the global CEO of the internationally acclaimed Dutch multinational human resources consulting firm Randstad. Randstad has been known globally for helping people secure jobs even in this ever-changing world. With the rapid rise of technological advancements, jobs have become less available for people as it is now slowly being replaced with Artificial Intelligence.

What are Jacques’s thoughts on “technology slowly replacing humans?” Will there be a time when humans will no longer have a place in companies? Tune in and listen as Jacques and I dive into one of the biggest debates in human resources, leadership insights, and why optimism is crucial in this ever-changing world!

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Direct download: Audio_-_Jacques_van_den_Broek_-_Ready.mp3
Category:Business -- posted at: 12:20am PDT

Today, there's noise and distractions all over the place.

Being able to stand out and clearly share our ideas, points of view, and perspectives has never been more important.

Without strong communication skills, a great proposal might get lost in the shuffle, an amazing candidate might not get hired for an organization, or a brilliant idea might never be heard.

Think about how much information and data you are competing against every day. There is a lot of stuff out there that pulls our attention in many different directions.

That is why communication is a crucial skill to have in order to be successful in the new world of work.

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Direct download: 4._Why_You_Need_To_Master_Your_Communication_Skills.mp3
Category:Business -- posted at: 12:06am PDT

Sheryl Palmer is the CEO of Taylor Morrison, a National Homebuilder and Land Developer who dares to challenge the status quo. Taylor Morrison’s reputation is something one should never underestimate. From holding the title of America’s Most Trusted Home Builder by Lifestory Research for six years running, recognized by Fortune Magazine as World’s Most Admired Companies and Glassdoor’s Best Places to Work, their dedication, passion, and work ethics speak for itself.

Sheryl Palmer is also featured in my book, The Future Leader, as someone who inspires me a lot and the figure who exhibits what a great leader should look like.

Today, we will be talking about the corporate world and what made Sheryl who she is today. We uncover her leadership and business insights, what changed in Cheryl as a leader, and her tips on keeping things in perspective. Tune in to this exciting and inspiring episode with Sheryl Palmer!

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Direct download: Audio_-_Sheryl_Palmer_-_Ready.mp3
Category:Business -- posted at: 1:24am PDT

It's very easy for us to become burned out in this new world we live in.

We're surrounded by technology at our fingertips, and it’s easy to get exhausted because we’re constantly multitasking.

Studies show that multitasking actually takes you 25% longer to complete both tasks.

Multitasking isn't your friend.

It does come down to being able to prioritize and figuring out what you should be working on and what can wait.

Everyone wants things from you all the time--your friends, your boss, your coworkers, your spouse. These requests come in digitally and in person.

Learning to say no and taking more control over our lives is crucial to success.

A lot of us have a hard time saying no because we’re conditioned from an early age to say yes. It feels awkward to say no to people.

But saying no is one of the best ways to prevent burnout.

Learn to value your time.

Saying no also allows you to build self-esteem and confidence.

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Direct download: 3._How_to_Avoid_Burnout.mp3
Category:Business -- posted at: 1:10am PDT

Sondre Rasch is the co-founder and CEO of SafetyWing which offers health insurance for remote teams and nomads.

They have people all over the world where you can have a dashboard, you can add employees, or contractors anywhere and any country.

Also, Sondre was previously the founder of SuperSlide (YC W16) and policy advisor for the Government of Norway. He worked in the government for a while, enhancing the social safety net and now working to deliver the ideal social safety net to the rest of the world.

Today, we're talking about his company, SafetyWing, and how remote work is helping a lot of companies save money while also increasing productivity. We look at why companies choose freelancers, how to construct a successful virtual team, how to lead effectively, and much more.

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This episode is sponsored by SafetyWing.

SafetyWing is your home country online. They are building a global social safety net for remote workers worldwide: from health insurance and remote retirement to a truly borderless world.

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Direct download: Audio_-_Sondre_Rasch_-_Ready.mp3
Category:Business -- posted at: 1:01am PDT

Having a growth mindset is crucial to succeed in the future of work. There are a few things you can do to embrace this mindset:

✅View challenges as opportunities. Most people view challenges as opportunities to fail and as things they can't overcome.

Instead, you should view any challenge you face as an opportunity to grow.

You can do this by taking on more challenging tasks. Don't just play it safe.

You can also find a creative path around your obstacles. Try to explore new ways of overcoming your challenges.

✅ Don't be afraid to ask for help. Don't be scared to bring in other people to help you accomplish your tasks.

✅ Set short-term and long-term goals for yourself. Setting goals allows you to work backwards to make sure you're taking the right steps to get where you want to be.

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Direct download: 2._How_do_We_Embrace_a_Growth_Mindset.mp3
Category:Business -- posted at: 12:41am PDT

Krister Ungerböck is a #1 Wall Street Journal Bestselling author of the book, 22 Talk SHIFTs: Tools to Transform Leadership in Business, in Partnership, and in Life.  Krister Ungerböck is a leadership communication expert, keynote speaker, and former CEO of a global tech company. His work has appeared in NPR, Forbes, Inc., HR.com, Chief Executive, Recruiter.com and Entrepreneur. Prior to exiting corporate life at age 42, Krister was CEO of one of the largest family-owned software companies in the world.

In today’s podcast we are talking about language.  More specifically Talk Shifts.  A powerful book reveals tools that people can use to communicate more authentically and improve listening skills. It explains how emotional intelligence can drive connection, growth and performance. Additionally, his lessons are equally applicable in the workplace and in the home.

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Direct download: Audio_-_Krister_Ungerbck_-_Ready.mp3
Category:Business -- posted at: 1:48am PDT

It’s time to start setting boundaries for yourself, the same way you set boundaries for other people.

I have set 7 rules for myself that help me become more productive every day:

1.❌Don’t check email or social media until 4:00 p.m. every day.

2.❌Don't take meetings with people who just want to pick my brain. I get a lot of these requests every week, and if I start saying yes, it will snowball.

3.❌No television in the bedroom, and no technology during mealtimes.

4.✅Be healthy. I try to eat healthy and make time to exercise.

5.❌No calls or meetings before 9 a.m. or after 5 p.m.

6.✅Always make time for family.

7.❌NO meetings or calls on Mondays, Wednesdays, or Fridays.

How about you? What are your boundaries?

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Direct download: 1._How_to_Set_Rules_for_Yourself_So_You_Accomplish_More.mp3
Category:Business -- posted at: 12:08am PDT

David Allen is widely recognized as the world’s leading expert on personal and organizational productivity. The Getting Things Done Method rests on the idea of moving items of interest, relevant information, issues, tasks and projects out of the mind, by recording them externally, and then breaking them into actionable work items. And this allows attention to be focused on taking action on tasks instead of recalling them.

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Direct download: Audio_-_David_Allen_-_Ready.mp3
Category:Business -- posted at: 12:23am PDT

It doesn't matter what industry you're in. Chances are, there will always be people around you who are used to doing things the old way. So what can you do to battle that entrenched way of thinking?

Jim Heppelmann, CEO of PTC, gave me some really useful advice for how you can fight rooted thinking:

The first thing that Jim did was make change a part of the company’s brand. In other words, he would create slogans, like Take a Fresh Look that became part of the organization's core values.

The second piece of advice Jim gave me is that if you want to battle entrenched thinking, you need to lead by example.

If you want to unlock creative ways of solving problems, it's got to start with you. As a leader, you should be taking a fresh look and asking questions.

The third piece of advice Jim gave me is to celebrate change, even if change led to failure. If you have somebody in your organization who's trying to do something new, reward the behavior, don't just focus on the result.

You can't innovate unless you make mistakes and are prepared to fail at some point.

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Direct download: Three_ways_to_Battle_Entrenched_Thinking.mp3
Category:Business -- posted at: 2:00am PDT

For years, I’ve been interviewing leaders and experts on this podcast, The Future of Work with Jacob Morgan.

But for some reason, everything felt different in 2021. These experts’ advice and insights became more real and critical to success as organizations and leaders faced unprecedented challenges and change every day.

The future of work is here, and we need to do everything we can to adapt and prepare. 

Clearly, you have the same mindset as you listened to the podcast. Here are the top 10 podcast interviews of the year with incredible leaders from around the world.

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Direct download: Audio_-_Top_10_of_2021_Episode_-_Ready.mp3
Category:Business -- posted at: 12:42am PDT

I've had the opportunity to talk to a lot of great leaders around the world. And I noticed that there are three things that a lot of these great leaders typically do.

✅Take time for themselves Successful business leaders spend time exercising, journaling, meditating, or enjoying quiet time. Whatever it is they do, they always take time for themselves. This is when they get a chance to think big picture and create the vision where they want to go.

✅Have goals Every leader I’ve interviewed has goals. These can be daily goals or big-picture goals for themselves and where they want the organization as a whole to go.

✅Spend time with other people Leaders don’t just spend time with peers and executives. They spend time with people on the front line and with customers. If you want to be a successful leader, make sure you're spending time with people, learning from them, getting feedback from them, and listening to their insights.

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Direct download: 3_Things_Leaders_Do.mp3
Category:Business -- posted at: 1:31am PDT

Katy Milkman is a professor at the Wharton School of the University of Pennsylvania, host of Charles Schwab's popular behavioral economics podcast Choiceology, and president of the Society for Judgment and Decision Making. In addition, she is the co-founder and co-director of the Behavior Change for Good Initiative, a research center to advance the science of lasting behavior change.

She's also the author of a top-rated book called How to change the science of getting from where you are to where you want to be.

Today we are talking about her research and exploring insights from economics and psychology that can be harnessed to change consequential behaviors for good enhancing leadership skills to unleash employee potential.  Learning techniques to change behavior around financial decision making, health decision making and around educational outcomes.

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Direct download: Audio_-_Katy_Milkman_-_Ready.mp3
Category:Business -- posted at: 12:23am PDT

Mike Ettling, the CEO of Unit4, a software company with around 2700 employees in 26 countries that designs and delivers enterprise software and ERP applications including finance management, accounting, talent management, and student management modules.


Today we are focusing on how leaders can create a sense of purpose and meaning for their employees.

__________________

This episode is brought to you by my friends at Unit4 a cloud based enterprise software company which is built around a single premise. Give your people the means to focus on what matters, and the people they serve will benefit. If you want to free your people so that they can focus on the things that matter check out Unit4.com or better yet take a list to the speech their CEO Mike Ettling gave by visiting www.unit4.com/experience4u

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Direct download: Audio_-_Mike_Ettling_-_Ready.mp3
Category:Business -- posted at: 5:13am PDT

My dad taught me an important lesson: we should all enjoy our mistakes.

It can be hard to have this positive outlook on life, but everyone should learn how to enjoy their mistakes.

Here are some tips on how to start doing it:

Realize mistakes are common. A lot of people forget that nobody is perfect. When you realize that mistakes are common and everybody makes them, it removes some of that pressure from you.

Remember failure is just a state of mind. Failure is ultimately how you think about the mistake that you made. Realize that it happened and that you should move on and progress and go on to the next thing.

Focus on what you learn. Instead of viewing something as a failure, why don't you ask yourself what you learned.

Enjoy, laugh, share, and move on.

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This episode is sponsored by Namely.

Whether you have 50 or 1,000 employees, Namely HR helps you maintain a great experience for the entire employee lifecycle. They offer onboarding, performance management, intuitive benefits enrollment, and much more - all on one connected platform. Learn more about making the switch to Namely by going to Namely.com today!

---------------------

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Direct download: 4_Tips_To_Embrace_Your_Mistakes_NAMELY.mp3
Category:Business -- posted at: 3:11am PDT

Erica Dhawan, entrepreneur, keynote speaker, and the best-selling author of a very timely book called Digital Body Language:

How to Build Trust and Connection, No Matter the Distance. She is best known as the leading authority on 21st-century collaboration and teamwork in a digital-first workplace.

Today we are focusing on how digital body language is all the new cues and signals that have replaced traditional body language.

Humans rely on body language to connect and build trust, but with most of our communication happening from behind a screen, traditional body language signals are no longer visible.

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This episode is sponsored by Namely.

Whether you have 50 or 1,000 employees, Namely HR helps you maintain a great experience for the entire employee lifecycle. They offer onboarding, performance management, intuitive benefits enrollment, and much more - all on one connected platform. Learn more about making the switch to Namely by going to Namely.com today!

---------------------

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Direct download: Audio_-_Erica_Dhawan_-_Ready_V2_final.mp3
Category:Business -- posted at: 1:34am PDT

Be a perpetual learner if you want to future-proof your career.

Being a perpetual learner means understanding and acknowledging that you can’t rely on educational institutions or organizations to teach you everything you need to know to be successful.

A perpetual learner is somebody who takes learning into their own hands. They take their growth and development into their own hands, and they learn how to learn.

They acknowledge that what they learned in the past is not necessarily going to carry them forward in the future.

Here are three daily practices of perpetual learners:

They ask questions

Why is something being done like this? Is there a better way for us to do this? Can we be more efficient with this? Can we save money without having to do this?

They make time to figure out the answer to questions.

They apply the things they learn in their lives and their organization.

Do you do these practices yourself?

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Direct download: 3_Daily_Practices_Of_Perpetual_Learners.mp3
Category:Business -- posted at: 12:53am PDT

Nathan Rawlins is the Chief Marketing Officer of Lucid, a software company with around 1000 employees that designs online visual collaboration applications. Its products are utilized in over 180 countries by more than 30 million users worldwide.  Lucid's online applications bring people together over the web from anywhere in the world to work together on a shared canvas. 

Nathan joined Lucid in 2017 as the CMO to show the world the benefits of working visually. Prior to joining Lucid, Nathan led worldwide marketing activities for Puppet and helped scale Jive through an IPO as he directed product marketing and brand.

Lucid was named Best Led Companies in 2021 by Inc. Magazine and was named Best Workplace in Technology by Fortune for a second consecutive year. 

I have known Nathan for many years. We were reminiscing about how software has changed communication and collaboration for people over the years.  The shift has been to social ways of communication more so than collaboration. Communication has evolved pretty dramatically over the course of the last decade.

What is Lucid's leadership philosophy

Every company has core values and its own culture. One of the exciting things about Lucid is that early employees codified the importance of the company and said, we need what we are doing to work, we like working together, we like doing what we are doing. Let's figure out the essence of that success. And that turned into the values created at Lucid.   Teamwork over ego is one of our core values. And I would imagine, if you were to talk to people at Lucid, you would hear it from virtually everyone because it's this core idea that we need to win as a company.  Another value at Lucid is innovation. But the way that we apply innovation is vital. After I joined Lucent several years ago, I noticed this early on, a highly experimental culture with an acceptance for learning as we go along.  

Interviewing at Lucid we look for those core values. People can come from very different backgrounds; they can have different approaches, they need to, we want that level of diversity. But it's essential that the people we hire adhere to the core values, value teamwork over ego, and value innovation and creativity. So the second area Lucid focuses on is creating a structured leadership training course.  We have a 100, 200 and 300 level series of training  every people manager completes to ensure that we understand everything from managing effectively and how to motivate teams. 

Trends that are top of mind for Nathan

The type of collaboration, the way that we collaborate needs to shift to allow for a high level of complexity, dialogue and interconnection. Another trend we are seeing is more companies are shifting to agile ways of working not just within software development. Companies are pushing for more self directed smaller teams where they can work with more autonomy. And that's fantastic. It does present an interesting challenge.  We've talked about silos for decades. But for most of that time, we've talked about it as if there are a handful of silos in a company. When teams become more agile, you can actually create 1000s of mini silos. The need for a system of record for what you're trying to build becomes vital  so that as teams work together, they have the common blueprint for what they're trying to accomplish. As work is handed off from team to team, it can be more effective. So you bring those two things together, the fact that we're building very complex projects, and doing it in a way where we have very nimble agile teams, and it makes it so that we need to rethink the way we go about having these conversations around collaboration.

The future of work look

We certainly have talked to many companies that are shifting to completely virtual collaboration, in particular, because of the current environment. What we found is that many of them are saying, even if we get back together at some point at scale, what we have learned over the course of the last year and a half will cause us to collaborate differently when we're all in the same room. 

The other shift is in the preference for the way that we work. Bringing a team together on a virtual board, where they can brainstorm what needs to be built.  Developing software that has capabilities where you can break into virtual rooms, and  have a sticky note exercise and come up with the ideas. One idea may be to build a mobile application.  So instead of having an email chain about what needs to change, a team can jump into a diagramming application  together and build out the flow for that customer support process. All the way through you have this new place where people gather on this virtual board, and they can work side by side, even if they aren't face to face.

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

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Direct download: Audio_-_Nathan_Rawlins_-_Ready.mp3
Category:Business -- posted at: 12:14am PDT

Here are my 5 best pieces of career advice for young people.

🥂Taste test When you are young in your career, most of the time you have no idea what you want to do. So try out different jobs before you commit. It’s important that you enjoy what you are doing.

💪Build your own ladder You don't have to follow the template that everybody tells you to follow. You can build your own career. The first step in doing this is to build your own personal brand.

✋Life is too short to be miserable Why would you want to spend any of your time being miserable? If you don’t like your job, do something about it.

🧭Make your own decisions There will be a lot of people who will tell you what they think you should do. You can take feedback of course, but the important thing is to make your own decisions. Ultimately, you have to do what makes sense for you. Nobody is going to look out for you.

👥Be self-aware You need to know your strengths and weaknesses. The more self-aware you become, the more growth and opportunities you’ll see.

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Direct download: The_Best_Career_Advice_For_Young_People.mp3
Category:Business -- posted at: 12:05am PDT

Bob Chapman is the CEO of Barry-Wehmiller, a global supplier of manufacturing technology and services with over 12,000 employees. Bob was named the #3 CEO in the world by Inc. Magazine and Barry-Wehmiller is studied by business schools and organizations around the world because of their unique culture and Bob’s truly human leadership style. 

I have had the pleasure of speaking with Bob on many occasions. I had him on the podcast back in 2015, I interviewed him for my book, The Future Leader, and I interviewed him for my online leadership course. Bob truly cares about his people and he feels personally responsible for every single one of them. 

He is passionate about truly human leadership, but that hasn’t always been the case. When he first started his career, he led in a more traditional way and stuck to what he learned throughout his MBA journey. But Bob says he had three revelations back in 1997 that “awakened his senses to a higher calling in business”. 

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There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

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Three revelations that changed Bob’s leadership style

Starting back in 1997 Bob experienced three events that caused him to shift his view on leadership and led him to think about how business could be the most powerful force of good in the world if leaders simply cared about the people they have the privilege of leading.

The first event occurred when Bob traveled to a company in South Carolina that Barry-Wehmiller had acquired. He arrived at the office very early and he was grabbing a cup of coffee as the employees arrived. They had no idea who he was so he was able to observe them, and as they were coming in they were talking about March Madness, who won the most money, what teams had won, etc… and people were happy and casual. But the closer the clock got to 8:00am, the more and more serious they got. Bob said he could literally see the fun draining out of their faces. And over time as Bob kept thinking about that moment he tried to figure out why work couldn’t be fun. Why do we go through our work week thinking “I can’t wait until Friday so I can get out of this place”. 

Since then he has worked to find things that aligned value creation with fun inside his own organization.

The second event happened one Sunday as he was leaving his church and he realized the pastor only had the congregation in front of them for one hour a week, but as business leaders we have employees in front of us 40 hours a week. And Bob realized what an impact business leaders could have if they took time to care about their people and impact their communities. 

The third event was when Bob was attending a wedding and he saw the father walking his daughter down the aisle to her future husband. And the father smiled and said “I give my daughter to be married to this man” and he looked at his daughter proudly and hugged her and then went to sit by his wife. But Bob, who has walked his own daughters down the aisle, realized that’s not what the father really wanted to say. He really wanted to tell the man “this is my beloved daughter and you better take care of her and never hurt her”. He realized that every father and mother loves their precious children and they want what’s best for them. And at that moment it hit him that every one of his 12,000 employees is someone's precious child. Their parents want them to lead lives of meaning and purpose and joy, and that is the responsibility of leaders inside of organizations. 

What to do if upper management doesn’t lead in a truly human way

Barry-Wehmiller is doing a lot of unique things because of Bob’s truly human leadership style. They don’t do headcounts, they do heart counts, they have training on empathetic listening, employees feel safe because they know their leader cares about them. 

But what if you are a mid-level or entry-level leader inside of an organization and upper management doesn’t hold these same views? Bob has been asked this question before and he likes to think of it as a scene from the Wizard of Oz. Dorothy, the tin man, the lion, and the scarecrow are all in search of something they need and so they go to see the wizard to get what they need. It turns out the wizard is just a wise old man, but he tells them they already have what they need, they just need to use the gifts they have.

You don’t need permission from upper management to be a better leader and put your people first. You just need to embrace these philosophies and live them out. And it’s possible that as you start to lead this way others around you will take notice and make changes themselves. But you can definitely start with yourself. 

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There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

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Two pieces of advice from Bob’s long career as a leader

Bob has been a leader for several decades and over the course of his career he has learned a lot. Two of the biggest things he has learned along the way are:

  1. There is no relationship between what something costs and what it’s worth
  2. Everybody that works for you is someone’s precious child that has been placed in your care

He also believes that leaders need to be grounded optimists that provide their people with hope. Your people need to be able to put their faith in you and know you won’t let them down. 

 

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

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Direct download: Audio_-_Bob_Chapman_-_Ready_-_V2.mp3
Category:Business -- posted at: 3:16am PDT

You need to view working at your company just like being in a relationship.

Whenever you're in a relationship, you're inevitably presented with a choice. Do you keep the relationship going? Is it something that you turn into a long-term relationship?

If you decide you want to fight for that relationship, then you have to fight like hell to make it work. Are you going to overcome the obstacles and work on the problems you're faced with? Then you have to do everything you can.

Working for an organization is the exact same thing. Are you going to try to make things work? Or are you going to jump ship?

Whether you are in a personal or a professional relationship, it is the same thing. You need to decide if it's a relationship worth fighting for. And if it is, fight like hell to make it work.

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
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Facebook: https://www.facebook.com/FuturistJacob

 

Direct download: Being_In_A_Relationship_Is_Like_Working_For_A_Company.mp3
Category:Business -- posted at: 3:24am PDT

I recently shared an image on LinkedIn on the evolution of the employee, and it went bonkers; like it went completely viral. It became the most popular thing that I have ever shared on LinkedIn. It's fascinating because this is something I wrote about in 2014 and the whole concept was looking at how employees are changing and how the idea of employees is changing. And even though I wrote about it in 2014, it was manifesting slower--than Covid hit, and suddenly, this became a reality.

It’s important to go through this evolution so that you can understand what you need to do as a leader, what you need to do as an organization, or even what you need to be doing and thinking about it as an individual contributor.

In the past, employees were working nine to five and we’ve had an evolution towards working anytime. The idea of working nine to five and setting 32 or 40 hours a week is a concept that is probably almost 100 years old.

And why are the hours after five o'clock designated for personal time? I think technology has been the great equalizer here. Because technology allows us to stay connected to work anytime, anywhere, on any device. So, we're moving away from this concept of work-life balance to work-life integration.

The whole concept here is that work-life integration is about you, as an employee, deciding how you should be working, what makes the most sense for you. If you want to work nine to five, and that's how you choose to spend your time, hey, more power to you. So, it's my choice. It's my freedom. It's my flexibility. This is what work-life integration is all about. The challenge is you need to set boundaries, working anytime efficiently. But it would help if you also were more accountable and responsible for shutting off. This means having self-awareness and paying attention to if you're getting burned out.

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There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

---------------------------

The next one that goes very much in parallel with this is this concept of the past. The past is working in the corporate office and the future is working anywhere. But for organizations that want more, they want to grow, they want to scale, they want to identify complex problems, they want to identify unique opportunities, they want to move beyond just getting stuff done. In that kind of environment, there is still a lot of room for improvement.

We're not just talking about productivity; we're not just talking about getting things done. We're talking about going beyond that. Tackling complex challenges, identifying new opportunities, creating trust, and psychological safety, being influential leaders, if we want to take it one step further. And you know what, there is still very much a place for in-person work. I do believe that, and guess what? All the executives that I've been interviewing think that now that role for in-person work doesn't mean that you're going to be in an office nine to five. It might mean you show up for a couple of hours a day or it might mean you show up once or twice a week--it might mean any number of things. That's what workplace flexibility is all about. 

Work is no longer a place that you go to work, it is something that you carry with you; You can pretty much get anything done on your smartphone or on a laptop that you can take with you. So, technology is pushing this forward. So that's another significant evolution that we're seeing.

The third way is moving away from using company equipment towards using the device. We're very much moving towards a world where people are using their own devices to get work done. And not only their own devices, but they're finding their software. Suppose your organization offers software that employees believe is tedious and time-consuming, ineffective, and inefficient, and it's not beautiful, helpful, and valuable. Why aren't you going to use it? We're moving away from having to use company-sanctioned hardware towards the employees using their laptops, their phones, using their cameras, their microphone, and anything else they need. Give employees access to tools and platforms that emulate the things you're using for personalized use like Facebook, Twitter, LinkedIn, and Google and all these other easy-to-use platforms; it should be just as easy to get stuff done inside of our organizations as it is to do things in our personal lives. 

The next one is the past is focused on inputs. Does your manager see you at your desk doing work, completing tasks? We're moving away from that and concentrating now on the outputs. What have you done? Would you instead that employee be working somewhere else, let's say working from home, if they are able to put four hours in,  but the work that they're doing is impressive. It's high-quality work; they're used to their job, they're coming to work each day with new ideas and opportunities, they are doing a fantastic job. That's the mentality that we need to have. And that's the visual that I want you to have. It's not the time that matters, it's the quality of work. So, this is a significant shift that we're seeing, moving from inputs to focusing more on outputs,

The next one is moving away from climbing the corporate ladder to building your ladder. The exciting thing with creating your ladder is that technology, again, has made this the great equalizer. Because what I mean by creating your ladder, I suggest that you can shape your career path and your trajectory in the size of your organization. 

One of the ways you can do that is through technology, by participating in relevant conversations, joining employee resource groups that are relevant to you seeking out opportunities pertinent to your organization that are tangential to what you're currently working on. But if you want to be able to create your ladder, part of what that means is that you need to step up, you need to let your voice be heard, you need to use these technologies that are out there, to speak up, you need to participate in the employee resource groups that are out there, all of this is going to be essential for you if you want to create that corporate ladder. 

We're starting to see that a lot of leaders wish to do this. They want you to speak up, they want you to give them feedback, they want you to let them know what you care about and what you value, you can very much start to shape your ladder. Now employees have more power than they ever did before. An organization does not want to lose people; it would much rather keep you in transition into another role that you would find more suitable for the work that you're doing. So take advantage of the opportunity. Speak up if you're in a position and don't want to keep climbing that corporate ladder.

The next one that we have here is predefined work to customize work. When I say customized work, this is a lot based on the technologies that we're using, the resource groups, your ability to speak up inside of your organization, your ability to let people know what you're interested in and what you care about. And now, what I think we're starting to see, especially with this concept of employee experience, it's the organization acknowledging and saying, we're not going to tell you what to do. We're not going to create the work for you, we're going to design it with you. So, you tell us, what do you care about? What are your values? What do you get out of it? What's your purpose? And so we're starting to see a lot of customization on work based on employees speaking up and based on employees using the different technologies that are out there.

The next one after this is moving away from hoarding information to sharing information. Today, we're seeing this massive shift, where the employees help others get recognized and rewarded. If the people share their ideas, identify new opportunities, or tackle complex challenges, they get rewarded. Technology, again, has been an essential factor in this because it's easy for us to share information across anytime, anywhere, and on any device. That will make you more successful inside of your organization.

We're starting to see a move away from this idea of not having a voice inside of your organization and a move towards the idea that anybody can become a leader inside your company. So now you have a tremendous voice. You have immense power and responsibility, and we're moving towards creating a place where anybody can become a leader. A leader is not a title that is bestowed upon you. A leader is a mindset. It's a skill set. The future Leader is about helping make other people more successful than you. It's about thinking like a futurist having a growth mindset. You don't need permission from other people to do these things. You can do these things yourself. Anybody now can become a leader inside of an organization, you have that voice, use that voice. Don't ask for permission; ask for forgiveness.

The next one is moving away from relying on email to relying on collaboration technologies. Now, I'm not saying that email will completely disappear or vanish because I don't think it will. But email used to be the primary form of communicating and collaborating inside of an organization. Look at the number of tools and resources we have at our disposal to communicate and collaborate. We have Zoom meetings and so many different platforms and channels at our disposal.

The next one is moving away from focusing on knowledge to adaptive learning. And really what this means is not being a knowledge worker but being a learning worker. You need to learn how to learn; you must become a learning machine. Now, the good news is today you have access to YouTube, Coursera, Udemy, Khan Academy and so many different tools and resources are out there, there is no excuse for why you cannot learn anything that you need to know to be personally or professionally successful. It would help if you learned how to learn, take things into your own hands, don't wait for anybody else to tell you what you need to know. Organizations will say, look, we're going to help you as best as we can. But ultimately, you are going to be responsible for your growth, your trajectory, and your future.

And the last one is about corporate learning and training. In the past, anything that you wanted to know you'd have to sign up for a seminar or a training program and you would have to wait a few weeks or months. So corporate education and training are seeing a significant evolution. Part of what we're starting to see is that anybody is a teacher, and anybody can be a student. In other words, as a company, you can't assume that you are responsible for all education and training; you need to do a better job of connecting your people. Let them educate and train each other.

This is the evolution of the employee. And this is what I think we're starting to see much more of in organizations around the world.

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

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Direct download: Audio_-_Special_-_Nov_22_-_Ready_-_V2.mp3
Category:Business -- posted at: 3:14am PDT

Are you an implementer or an owner?

According to Kate Johnson, president of Microsoft U.S., an implementer is somebody who takes somebody else's vision and actions and implements it. Implementers typically give the accountability and responsibility to somebody else.

An owner is somebody who sets the vision and course of action. They provide clarity on the outcome and how a team or organization can achieve that outcome. Owners also take on the accountability and their responsibility without passing it off to someone else.

If you want to become an owner at your organization, you need to be more accountable for driving change. Volunteer for the tough projects that nobody else wants to take on. Be more humble and vulnerable when it comes to making mistakes and learning from them. And think of where you can create value inside of your organization and as a part of your team.

Implementers keep the ship running. But owners change the world. We need both, which one are you?

 

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

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Direct download: Are_You_An_Implementor_Or_An_Owner.mp3
Category:Business -- posted at: 1:52am PDT

As 2021 ends, I wanted to look back at some of the best leadership advice we heard from our guests over the last year and a half. I interview around 50 guests every year, and I've had the privilege of speaking with many great leaders around the world; these are some of my favorite conversations. 

I have picked out some short clips from my interviews with five past guests. These leaders have brought their companies & their people through the pandemic and all the changes that came with it, and they have continued to thrive despite all the challenges they faced.

I hope you enjoy looking back at parts of these conversations and the lessons we can learn from these leaders. 

Mark Lashier is the CEO of CPChem, a company that produces petrochemicals and plastics with 5,000 employees worldwide. Chevron owns 50% of the company, and Phillips owns 50%. Mark has served in leadership roles at Chevron Phillips Chemical and Phillips Petroleum for three decades. 

Mark explains that being an effective leader entails building trust, showing transparency, and simplifying your employee's workload. It is critically important that all our leaders demonstrate the behaviors of trust, transparency, and simplicity every day; we talk a lot about that as leaders.  

"People are incredibly perceptive. If they smell something inconsistent, they're not going to buy it, and they're going to say, okay, you say you want trust, but you're not exhibiting trust," he says.  

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There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

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Shellye Archambeau is the former CEO of MetricStream, a Silicon Valley-based governance, risk, and compliance software company, and the author of the new book, Unapologetically Ambitious: Take Risks, Break Barriers, and Create Success on Your Terms. She also serves on the boards of Verizon, Nordstrom, Roper Technologies, and Okta.

In our conversation Shellye explained that creating your luck is positioning yourself so that when an opportunity shows up, you can take advantage of it, and it is just as vital that you make sure you let people know what you're doing. 

Tell them your job title and explain what you are responsible for in your job.  

David Cote is the former Chairman and CEO of Honeywell and author of the bestselling book, Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term. During his time at Honeywell, David fixed a toxic work culture and grew the company's market capitalization from around 20 billion to 120 billion, delivering returns of 800%. Currently, David is Executive Chairman of Vertiv Holdings Co, a global data center products and services provider. He is a member of the Aspen Economic Strategy Group on Foreign Relations and the Conference of Montreal.

David explains how he defines leadership and his advice on how to lead in tough times. 

If we do the right things in the middle of a tough time, that will cause us to come out of a much stronger company than our competitors. And the advice that I give to people is don't panic and make sure that you keep thinking independently. Never forget to put your customer first, don't let customer service suffer in any way. Lastly, start thinking about the recovery, even while you're in the middle of the recession.

A good leader finds a way to take at least a couple hours a week to put their head above the fray and look around and say, okay, all these short-term actions, I'm assuming, is it going to make a difference for where I'm trying to go for the long term? Is it consistent with what I'm trying to do, and if It's not, what do I do differently so that it will be? Those are the people who will do well going into the recovery and truly establish themselves.

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There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

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Rita McGrath is a professor at Columbia Business School and bestselling author of the book, Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen. In 2020, she was ranked #5 on the Thinkers50 list for her work in strategy, innovation, and entrepreneurship and for being a champion of harnessing disruptive influences for competitive advantage. She is widely recognized as a leading expert on leading innovation and growth during times of uncertainty.

Seeing Around Corners opens your mind to possibilities that are now made real because of a strategic inflection point. It's more about expanding the range of options that you're considering and then really being prepared to challenge your assumptions. And I think that's really where the seeing around corners part is so valuable. If you think about it, any business grows up with a set of assumptions about what's possible and what's not. And what an inflection point does is it changes the nature of those assumptions.

Chris McCann is the CEO of 1-800-Flowers, a floral and gourmet food gift retailer, and distribution company with over 3000 employees. The company was started back in 1976 when Chris' older brother opened his first flower shop. In the 1980s, Chris joined his brother in the business, and they have been working together ever since.

In our discussion, Chris talked about what he learned from other leaders he came to know, including CEO of JP Morgan, Jamie Dimon, and the former CEO of AXA Financial, Ed Miller. He also talked about the crucial things he has learned about leading in turbulent times.

Chris explains two of the most critical leadership skills in communication and visibility. The need to step up communication so that the people in your company know that you're on top of things and you're looking out for their best interest is critical.

Also, a key component to leading in turbulent times is re-emphasizing the vision of your company, your values, your mission. By focusing and constantly reminding people of our job and our vision to inspire human expression, connection, and celebration. And tying everything we do back to the company vision gives employees a sense of normalcy.

WHAT YOU WILL LEARN IN THIS EPISODE   

  • How to lead with Trust, Transparency, and Simplicity
  • How you can own your luck and create your own success
  • How to Lead in Tough Times
  • Leading Innovation and Growth during times of uncertainty

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: audio_-_Special_Episode_-_15._November_-_Ready.mp3
Category:Business -- posted at: 12:09am PDT

I was able to witness first-hand the difference between empathy and sympathy.

Before COVID, I spoke at a lot of events. I had the opportunity to speak at two financial institutions several months apart.

When I went to the first company, I saw one of the executives get approached by a new employee. She introduced herself and told the executive that she was really nervous. She was given big responsibilities and didn’t know if she could handle it.

The senior leader said, “I’m sorry you feel that way, but don’t worry about it, I’m sure you will be fine.”

A couple of months later, I went to the second financial institution and the same thing happened. A new employee approached a senior leader and told him that she was nervous and not sure she could do the job.

The senior leader said, “I remember feeling the same way when I first started working here.” Then he told her all the things he did to overcome those fears and ended the conversation with, “If you ever need any help, please come to me directly.”

This is what empathy looks like. This is exactly what leaders need to practice inside of their company every day.

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

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Direct download: This_is_What_Empathy_Looks_Like.mp3
Category:Business -- posted at: 12:10am PDT

Celeste Headlee is an award-winning journalist, bestselling author, and speaker. Her TEDx talk has over 26 million views. Her books include Do Nothing: How to Break Away From Overworking, Overdoing, and Underliving and Speaking of Race: Why Everyone Needs to Talk About Race--And How To Do It. 

Celeste is a 25-year veteran of public broadcasting. She was a host on NPR and she has also been on PBS and PRI. And during this time in her career she really started researching and figuring out how to have better conversations and how to interview well, that’s when she realized most people are not good at informal conversations--especially difficult ones on topics such as race and politics. 

She gave a TED Talk on that topic and it went viral so she wrote a book on the same theme titled, We Need To Talk: How To Have Conversations That Matter. The TED Talk really changed her life and led her down the career path she is on today.

Why we struggle to truly rest

There is a quote from Bertand Russell that Celeste included in her book, Do Nothing and it is such a great quote.

“It will be said that while a little leisure is pleasant, men would not know how to fill their days if they had only four hours of work out of twenty four. In so far as this is true in the modern world it is a condemnation of our civilization; it would not have been true at any earlier period. There was formerly a capacity for lightheartedness and play which has been to some extent inhibited by the cult of efficiency. The modern man thinks that everything ought to be done for the sake of something else, and never for its own sake.”

So many of us, myself included, have a hard time taking time away from work, resting, and not thinking about what else we have to get done. Celeste says for the longest time she felt the same way too. The to-do list in her head was never complete and she would justify working until 10 o’clock at night so that she could “get ahead”. But the problem was she never got ahead, the list kept getting longer and never emptied. So what was the point of working so late?

We tend to think that people going back through history have always worked hard, and they did, but they also knew how to have balance. Something that we struggle with. Celeste says this all changed with the Industrial Revolution. Before the Industrial Revolution people worked half the year, or maybe less. Even the lowest ranking people had time off. They spent a week celebrating a wedding. After the harvest was done, they took a week or more to reward themselves for the hard work they accomplished with a festival. People, even serfs, had some land, they made their own tools, they were capable of taking care of themselves.

During the Industrial Revolution people moved to the cities to work in the factories and for the first time in history time equaled money. That is when the obsession with efficiency and productivity started. And this is something we still focus on today---it’s all about the hustle culture--the more you work supposedly the more successful you are. 

But the truth is people who work around 50 hours a week only make between 6-9% more than someone working 40 hours or less. So there really isn’t a huge financial gain to working excessively. 

Celeste shares that actually people who take all of their vacation time every year are more likely to get promoted and have a higher salary than those who don’t take their vacation time. So, as she states, long hours are literally counterproductive. 

When you work more hours you are more apt to make mistakes, you're much more likely to be irritable and tired, and it often leads to an unhealthy lifestyle that leads to heart attacks, strokes, etc…

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There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

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How to stop overworking

For those of you reading this and thinking that you would like to work less and take care of yourself more, Celeste has a few tips on how to start.

The first thing you have to do is track your time. Most of the time your perception of the time you are using to do a certain task or job is not reality. When you track your time you will see how much time you are actually losing on certain things.

Once you figure out where you are losing time, work on fixing it. Maybe you don’t realize you spend 3 hours a day checking social media. Or maybe you spend a lot of free time shopping online for things you don’t end up buying.

Celeste came to the realization that her grandmother was far more productive, engaged, and active than she is without all of the modern tools we have to cut down the time it takes to do things. We have vacuums that can run on their own, we have dishwashers, clothing washers & dryers, we have microwaves, etc…And yet without those things Celeste’s grandmother was a member of social clubs, she worked in her garden, she wrote books, she hosted backyard bbq’s with neighbors---she had a ton of hobbies on top of the work she did everyday. We really have no excuse. 

Once you have tracked your time and find out where the lost time is going you have to figure out what it is you want to do in an average week and on an average weekend. And understand that no one in the world is able to focus for eight hours straight. We have maybe three or four hours to focus on something in a day. So focus on what is really important and keep going until you get really distracted. And make note of when throughout the day you are most focused--are you better in the morning or the evening--when is your brain at it’s best. And work around that.

How to have tough conversations at work

These days there are so many hot topics that people shy away from in the workplace to avoid confrontation. But Celeste says we should talk about things like politics and race--but we have to find a way to do so in a respectful, level-headed way.

Celeste’s advice for how to talk about these tough topics at work are:

  1. Stop going into conversations with the intention of changing someone’s mind.
  2. Don’t worry about what you’re going to say, think about what you want to hear from the other person to understand their side more
  3. Connect with the other person emotionally and show them empathy instead of trying to logically win a fight with statistics and facts
  4. Make sure you are in the right frame of mind to have this type of conversation

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
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Direct download: Audio_-_Celeste_Headlee_-_Ready.mp3
Category:Business -- posted at: 3:39am PDT

Do you have rules that you abide by?

Not long ago, I had the opportunity to speak with Mark Randolph, co-founder and first CEO of Netflix.

According to Mark, there are eight rules for success that his dad created, which he follows every day:

Do at least 10% more than you’re asked. There's no substitute for hard work.
✅Never present your opinions as facts.
✅Be courteous to people both up and down.
✅Don't knock others, don't complain, don't whine about stuff.
✅Don't be afraid to make decisions when you have the facts on which you can make those decisions.
✅Quantify whenever and wherever possible. You can't improve something if you don't measure it.
✅Be open-minded, but also be skeptical.
✅Be prompt. Never show up late.

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This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

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Direct download: Rules_for_Success_from_the_first_CEO_of_Netflix_Marc_Randolph.mp3
Category:Business -- posted at: 1:25am PDT

Daniel Goleman is an internationally known psychologist and a science journalist, he is, in fact, known as the father of emotional intelligence. He’s also the bestselling author of several books including Emotional Intelligence: Why It Can Matter More Than IQ and Primal Leadership: Unleashing the Power of Emotional Intelligence.

Emotional Intelligence was named one of the 25 Most Influential Business Management Books by Time Magazine and Daniel has been listed among the most influential business thinkers by The Financial Times and the Wall Street Journal.

What is emotional intelligence? Daniel says it is a competence, a workplace ability, that makes you stand out from others and there’s a set of around a dozen competencies within the domain of emotional intelligence including empathy, adaptability, being able to stay positive, being able to inspire others, and keeping your eye on a goal without getting distracted.

Why is EQ critical for leaders and can it be learned
As Daniel shares, “everything is a combination of nature and nurture, you get your genetic makeup, but that doesn't limit you. That's what you start with.” And he says that emotional intelligence is definitely learnable. But you need life experience, feedback, and practice to get better at it.

Daniel shares why EQ is so important for leaders: “Here's what emotional intelligence tells you. If you're in a negative emotional state, because of the way the brain is wired, you're narrowing the bandwidth of your other capabilities, your cognitive abilities, whatever talents you may have. Because emotions, the way the brain is designed and wired, take up a huge amount of space. In fact, emotional distractions, that thing she said to me that got me so upset, are far stronger than external distractions, it's gonna cap your intelligence, your attention, continually. So emotional intelligence helps you manage disturbing emotions.”

Leaders need to be able to lead themselves first, Daniel says, they have to have control of their emotions. The emotional state of the leader is contagious, so if the leader is negative all of the time, that drives the performance of employees, and production and morale go down. Whereas if the leader is emotionally intelligent and has a positive outlook on life and knows how to manage negativity, employees are more productive and happier too.

It’s not to say leaders won’t ever experience anger, frustration, sadness, etc...All humans experience the full range of emotions. Emotionally intelligent people just know how to manage those emotions and they don’t let the emotions control them.

---------------------------

There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

---------------------------

IQ alone is not enough
A majority of the time people are promoted to leadership positions because they are good at a certain task they perform in their current role. They are smart, capable people, but that doesn’t mean they have what it takes to lead people. We are currently seeing what people are calling the great resignation, people are leaving their jobs right and left and a lot of it has to do with leaders. People don’t want to work for horrible bosses who aren’t empathetic, positive, caring, self aware, etc…

“So you may be good at a job in terms of the objective measures of the job, such as--I’m really good at programming. But it turns out that it's all done with people. And if you're the leader of people, you need emotional intelligence to work well with the people you're leading. It's just a fact.”

A certain level of IQ is needed for specific roles like being a lawyer or an accountant, but usually in those types of roles everyone around you has around the same IQ--so the thing that sets you apart is EQ. For people who only have IQ, but no EQ they may be better suited to a job in coding or something with numbers that doesn’t require them to work with people too much. They are not good for leadership roles because it is crucial for leaders to be good communicators.

For people with high EQ but not high IQ they may be best suited for a role in sales or a position where they are building relationships with customers and clients.

Three methods you can use to control your emotions at work
We can all use some techniques that can be utilized when we feel angry, frustrated, sad, etc...Daniel has three main methods that he suggests:

  1. Sympathetic nervous system arousal. It sounds complicated, but actually it’s a breathing technique that helps you recover quickly from being upset. You start out by inhaling as long as you can (at least a count of four), hold it as long as you can (at least a count of four), and then exhale as long as you can. Repeat this six to nine times and it actually shifts your physiology.
  2. Name what you are feeling. It can help to say out loud what you are feeling either to yourself or to someone else. Just saying “I’m getting angry now” is shown to shift the energy from the part of the brain that feels it to the part of the brain that manages it. 
  3. Practice mindfulness. Bring your focus to your breath and keep it there. Keep your attention on the rise and fall of your belly, and the breath in and out. If your mind starts to wander, notice it, and bring it back to your breathing. And do that for 10-20 minutes a day. The action of catching your mind wandering and bringing it back strengthens your mind to stay focused and avoid distractions. 

It’s also important, when you have negative emotions, to take a step back and think twice about your negative thoughts. There are many times when we go to the extreme in our head. You make a mistake at work and your mind starts thinking about how you are going to be fired. When those thoughts pour in, realize that you are being extreme and refocus.

---------------------------

This episode is sponsored by Workplace from Meta.

Whatever you bring to work to help you be you, Workplace celebrates it. Our familiar features help everyone work together in new ways. To make your place of work a great place to work, visit workplace.com/human

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Daniel_Goleman_-_Ready.mp3
Category:Business -- posted at: 12:10am PDT

Are you a good listener?

There are 6 levels of being a great listener according to Zenger Folkman.

The first level of being a listener is being able to create a safe environment where people feel like they can talk to you.

The second level is being able to avoid distractions like your phone or computer when you are talking to someone.

The third level is seeking to genuinely understand what the other person is saying.

The fourth level is paying attention to the non-verbal cues and body language of the person you are talking to.

The fifth level is being able to show empathy. That means understanding the emotional component of the conversation and putting yourself in the other person's shoes.

And the sixth level is the ability to make the conversation feel collaborative by asking questions to learn more about the topic.

If you really want to be a great listener, you need to practice these levels of listening.

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Whether you have 50 or 1,000 employees, Namely HR helps you maintain a great experience for the entire employee lifecycle. They offer onboarding, performance management, intuitive benefits enrollment, and much more - all on one connected platform. Learn more about making the switch to Namely by going to Namely.com today!

_________________________

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

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Direct download: 6_Levels_of_Being_an_Amazing_Listener_MP3.mp3
Category:Business -- posted at: 12:23am PDT

Walter Robb is the former co-CEO of Whole Foods. Back in 1978, Walter started a store called Mountain Marketplace, and in 1991 it was bought by John Mackey and it became store number 12 for Whole Foods. He currently serves on the Board of Directors for Union Square Hospitality Group, The Container Store, FoodMaven, and HeatGenie. He’s also an investor, mentor, and advisor. 

Walter found his passion when reading Adelle Davis and books from other early nutritionists and that’s when he started making his own bread. He knew he wanted to contribute to the world and he believed that this could be the way he would do it. And that’s when he started his store. 

As Walter shares, finding your passion is an individual journey that every person has to take. And it can be tough because it is easy to feel outside pressure from parents, family, or friends around what they think you should be doing with your life, but you will never be able to be satisfied until you are doing something that you love and care about. 

Finding what you want to do in life isn’t a cut and dry thing, and it may change over time, but there is joy that comes from doing what you’re supposed to be doing in life. To start you have to take the time to ask yourself what is the purpose of your life and how do you want to spend your time. What are your gifts, what are you good at, what tools do you have? If you are doing something that you are not excited about, you may not be able to change your circumstance immediately, but you should be thinking about how you can move to something you can get excited about. 

The new era of business

Walter believes that we are in a new era of what he calls “transparency, accountability, and responsibility.” Customers today expect the businesses they buy from to be accountable for their behavior, responsible for their presence, and a contributory towards the greater good in some way, shape, or form. 

A lot of companies are trying to pretend to be what customers want or they think they know what customers want when they don’t and therefore they stretch awkwardly in directions that make no sense or look inauthentic. But there are also a lot of companies doing it right. 

“I do think that the customer of today, these generations have a much higher expectation of how a company will show up before they will reward them with their business. And I think that's great, because, you know, it is going to take business-- and all of business--to really create the changes we need to create a more sustainable future.”

Businesses can be a powerful force of good for their employees, their communities, and the planet. We need the business community to lead and set examples and put these things into practice. And embracing Walter’s three main points of transparency, accountability, and responsibility is critical to getting to the point where businesses can have an impact. 

Balancing purpose and profit inside a company

As Walter shares, being the CEO of a public company there were times when there was tension between being a company with a purpose and appeasing shareholders. But he says that while shareholders do deserve their fair return, they don’t deserve to dominate the purpose of the company. They are only one of the stakeholders in the success of the company. 

The purpose of your company is your Northstar that you always have to keep in your mind. Yes, you have to make a profit otherwise the company wouldn’t survive and the purpose you have would be meaningless--but you have to hold both purpose and profit together and find that balance between the two. Profit and passion are not inconsistent with each other, it’s all about the way that you hold them together that makes the difference. 

Profit is something you always have to be thinking about, but it shouldn’t be the dominant reason the company exists. 

---------------------------

There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

---------------------------

Whether you have 50 or 1,000 employees, Namely HR helps you maintain a great experience for the entire employee lifecycle. They offer onboarding, performance management, intuitive benefits enrollment, and much more - all on one connected platform. Learn more about making the switch to Namely by going to Namely.com today!

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
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Direct download: Audio_-_Walter_Robb_-_Ready_V2.mp3
Category:Business -- posted at: 12:49am PDT

Diversity and inclusion are not the same thing.

But although they are very different, both are crucial to the success of any organization.

Diversity is simply having a mix of people from different backgrounds, genders, religions, cultures, and ethnicities inside your organization. On the other hand, inclusion is making those people feel like they belong.

Research shows that diversity and inclusion lead to more ideas, better products and services for customers, and improved innovation and productivity.

Diversity and inclusion is something every organization around the world needs, and it's going to start with you demanding it inside your company.

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Whether you have 50 or 1,000 employees, Namely HR helps you maintain a great experience for the entire employee lifecycle. They offer onboarding, performance management, intuitive benefits enrollment, and much more - all on one connected platform. Learn more about making the switch to Namely by going to Namely.com today!

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

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Colin Bryar is the co-author of the bestselling book Working Backwards: Insights, Stories, and Secrets From Inside Amazon. He’s also the co-founder of Working Backwards LLC and he is the former VP of Amazon. He started working at Amazon four years after the company started and he was there for 12 years, working very closely with Jeff Bezos.

Colin says it was a fantastic experience working at Amazon and during his time there they were inventing and creating a lot of the products we know today like Amazon Prime, Kindle, and Fulfillment by Amazon. The management team that Colin was a part of was also working on building processes within Amazon so that the company could scale 10 and 100x.

He says, “I learned a ton about not only what it what it's like to take an idea on a whiteboard and turn it into a household name, but also how to create simple processes that work across a number of different types of organizations to build in your company and grow fast while we're remaining nimble and true to your roots.”

What was Amazon like in the early days

When Colin was working at Amazon there were only around 500 people working at the company and 100 people in the corporate area. They had two fulfillment centers in customer service. The company now has over 1.3 million employees. 

Colin says in the early days it was a very intense environment and their mantra was get big fast. They very quickly went from a single category retailer, selling books, to multiple categories. They expanded into the UK, Germany, Japan and France very quickly. And because they were growing so rapidly in such a short period of time the company relied a lot on individual heroic efforts to save the day. There would be days where so many orders would come in that everyone would have to pitch in to get them out in time. 

“We quickly had to figure out we were facing the same growing pains that any fast growing company has, and we're trying to figure out how and when to layer in process, because we knew that doesn't scale, you know, there are only 168 hours in the week. And you can't work any more than that. You also have to sleep and eat and go home and spend time with your family. So we knew that we'd have to change the way we operated in order to continue to grow as fast as we were.”

What does working backwards mean and how is the process used inside Amazon

Amazon has a lot of processes that are unique and quite a few of them were created back when Colin was working there. These processes are all part of something that Amazon calls working backwards, which is where Colin got the title of his book. Working backwards is how they vet ideas and see if they are worth moving forward with. It’s really about starting from the customer experience and then working backwards from that. 

One of these processes is called PRFAQ, which stands for press release frequently asked questions. So when any employee inside of Amazon has a new idea they have to create one of these, and it is a six page paper. You start with a one page press release that clearly defines the customer problem you are trying to solve and it lays out exactly what your solution is. And then the paper is convincing the customer why they should adopt and use this solution and how it will make their life easier.

Once someone creates a PRFAQ they present it to a team of senior leaders who will look over the document, maybe all in the same room together or maybe in different locations virtually, and after taking 20 minutes to look it over in silence they make comments on the idea and ask questions. 

The reason behind adopting this method was, as Colin shares, “A SWOT analysis--strengths, weaknesses, opportunities, threats--is a typical type of tool. That's a skills forward approach. We did that up until about 2003-2004. And we realized that we were not, we were forgetting the customer, too often. So the customer is not with us on that journey. And so Jeff said, we want to make sure the customer from the very beginning of an idea is with us on that journey to see if we could turn that idea into a product or feature that we're building.”

And a lot of ideas go through this process and don’t make it to the light of day. Some ideas can be tweaked or reworked and become reality, but some just don’t work out. 

What happens if an idea fails at Amazon

No matter what company you work for there are always going to be failures that happen. But how leaders deal with failure is different. Colin says there are two types of failures. One type is when you have a well thought out, well executed idea but it didn’t resonate with customers after it went to market.

The other type of failure is in the execution of the product. The product was built, but there were a lot of defects or it was a sloppy execution before it even got out to the customer. 

But Jeff Bezos has created a culture where failures are not only acceptable, they are celebrated. He understands that the bigger the company gets, the bigger the failures may be since they are thinking bigger and experimenting with new things. 

When failure happens inside of Amazon they do take time to look back at what happened to figure out what they could have done differently. What things can they change that can ensure that doesn’t happen again. They use their failures to get better and improve for the future. 

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Whether you have 50 or 1,000 employees, Namely HR helps you maintain a great experience for the entire employee lifecycle. They offer onboarding, performance management, intuitive benefits enrollment, and much more - all on one connected platform. Learn more about making the switch to Namely by going to Namely.com today!

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
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Direct download: Audio_-_Colin_Bryar_-_Ready.mp3
Category:Business -- posted at: 4:59am PDT

Leaders are constantly worried about taking a side.

They are always afraid that they might upset their customers or employees.

They don't want other people to disagree with them.

But that's not the big fear we should have.

We should be more afraid of people not knowing what we believe in to begin with.

Especially now with what we're seeing in this new world of work, you can't afford to not take a stance. You need to step up and take a stand, because that's what employees care about. That's what they value.

There's nothing worse as a leader than for your people to not know what you stand for and not know what you care about.

There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
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Direct download: Leaders_Cant_Be_Scared_to_Take_a_Stance.mp3
Category:Business -- posted at: 1:15am PDT

Ravi Saligram is the President & CEO of Newell Brands a global manufacturer, marketer, and distributor of consumer and commercial products. The company has 30,000 employees and it’s brands include a lot of household names such as Sharpie, Rubbermaid, Paper-Mate, Crock-Pot, and Coleman.

Ravi has been the CEO at Newell Brands for 2 years now, and looking back at when he first arrived he says the company was in the throes of a turnaround and in the middle of a merger. So he had a huge undertaking from day one. He shares that there were a fair number of integration issues, employee turmoil, and bringing two cultures together was challenging. 

After the merger the company had around 110,000 skews,49 ERP systems, thousands of apps, 400 websites, and thousands of legal entities. And all of these had to be chipped away at, as it was just way too complex and unnecessary. 

It was a lot of work, but Ravi says it has been an amazing journey. As a new CEO coming into a company with so many things happening where do you even start?

Ravi’s first 100 days as CEO of Newell Brands

When he first came to the company Ravi knew that it was his job to stabilize the company and get employees aligned on a new purpose and excited to move forward. This situation could seem very intimidating to a lot of leaders.  

Ravi took his experience as CEO of two other companies, Ritchie Brothers and OfficeMax, into his time at Newell Brands and he began his time at each company in the same way. He shares he always starts with a listening tour, and at Newell his listening tour lasted 100 days. He went around to employees up and down the company in different parts of the world and asked them questions. 

He would ask things like, what’s going well, what’s not going well, if you were me and you had this position what would you change in the company, etc...And then he would just listen. He would take notes and look for themes and patterns in the responses he was getting. 

But he didn’t stop there. He also spoke with customers, he looked at what people were saying about the company on social media, he looked at Glassdoor and the reasons why employees had left before he became CEO, and he spoke with stakeholders and shareholders to get their take on things.

“So even though we had a turnaround plan, I needed to do the listening tour to validate is this the right direction. And I felt it was, but I also felt what needed most was to uplift our people to really give them hope, to give them a direction, give them a noble purpose, and say, what are we all about? Because I think you want to bring out the best in your people.  And the power of what I would say is, if you're 10 employees, you want one plus one plus one, not to equal 10, but to equal 100. How do you take 30,000 employees and make the power exponentially rise to 300,000? So that is what I think leaders have to really bring out. It's not about their being the best. It is about bringing out the best in their people and taking it up to an exponential basis.”

And now, 2 years after he started at the company, things have really improved. Even with the pandemic they grew their organic sales by 6% in the first year and in the first half of this year it’s gone up 23%. They also were able to take the 110,000+ skews and get them down to 47,000 and they are working to get that down to 30,000 by 2022. They have also reduced 85% of the apps and they went from 49 ERP systems to 2 ERP systems for 90% of their sales. Ravi also has a 92% approval rating on Glassdoor, so clearly his listening tour really worked.

“I think a lot of it has been really getting a culture which is focusing on the people, looking at people as our solution, not our problem. And galvanizing them to help solve these problems and pointing them and aligning them.”

Ravi’s “no jerk” philosophy

Starting back at one of his first jobs Ravi felt it was important to create a world where good people finish first, as opposed to last. And that has definitely impacted his leadership style. His “no jerk” philosophy to him means you treat your people with compassion and care. You don’t write nasty emails, you don’t respond to people without intentionally thinking about how you are coming across, and you try to interact with everyone using empathy and kindness.

Ravi says, “Over time, as I've gotten older, I really feel it's important that people want to work with people that they like, and that they respect. And because we spend so much time at work, those relationships are very important. And when you look at attrition and people leaving companies, usually they leave the boss rather than the company. And now I think it's really important, whether you're a manager or a supervisor, or an executive, that we're constantly reinforcing this message.”

If Ravi becomes aware of a leader or an employee at the organization who is not treating others kindly and with respect he says the first step is to try to coach them to do better. A lot of times they don’t realize how they are coming across to others. It’s also crucial, he says, to give constant feedback and to do 360s. But if the person chooses not to change or improve, then they need to find somewhere else where they are better suited.

“In our company, at Newell, we talk about truth, transparency, teamwork. And for me that teamwork is so critical. I am very big on people who are all about the company as a whole and their team as a whole, and not about just themselves. If they're all about themselves, I get a little impatient. So at some point, you may have to take them out and I have done that many times.”

How to create a safe space for all employees to voice their point of view

These days it can be challenging to balance being open, honest, and transparent when some people are so quick to come after you if they don’t agree. But finding that balance is important. 

Ravi says it is important to talk to your employees and know what they care about, so you can take that into account. As a leader you need to be open and honest, but you also don’t want to create polarization within the company. 

He says, “As a leader our jobs, leaders need to unite, harmonize, align, because at the end of the day, you're in the business of serving consumers, rather than having politics. So you do want people to be able to express themselves. But there's also express themselves in the context of the culture you have in your company, because different companies have different cultures, and what may be acceptable in one company may not be acceptable in another.”

It is up to leaders to unify everyone inside the organization, no matter what their beliefs are. And if they witness someone trying to cancel someone else because of a belief, it is up to leaders to intervene and get both sides to listen to each other. People need to be able to listen to each other, they don’t have to agree with each other, but they have to at least listen.

Ravi wants diverse opinions, ideas, and thoughts inside of his organization. So instead of silencing issues, he thinks it is important to debate them, get all sides out in the open and have everyone reasonably listen to each other's thoughts. At the end of the day it’s about what is best for the company as a whole. 

He is also a big believer in employee resource groups or affinity groups. Inside of Newell they have groups for LGTBQ, women, veterans, black employees, etc...And you don’t have to directly identify with the group in order to be a part of it, each group welcomes anyone because it creates allies for the people in that group. These groups are safe spaces where people can come together and discuss topics and inform people who may not know what other people may be going through. 

“I spend a lot of time on, rather than talking about the divisions, how do you unite people on a common purpose, a noble purpose for the company?  So that the purpose is far bigger than any individual, even bigger than the CEO, or the board, or the shareholders--that's everlasting.”

How to bring the best out of your people

In Ravi’s experience in leadership across many industries, he says the key to unlocking your people’s potential is humility and suppressing your own ego. It’s also about balancing the long-term and short-term goals of the company and, as he shares, “Over communicate and be transparent, be truthful. Don't treat employees like babies, make employees part of the solution and don't treat them like they're the problem. And then I always say, use the word we, don't say I, we, because you can never do anything by yourself.”

---------------

There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob



Direct download: Audio_-_Ravi_Saligram_-_Ready.mp3
Category:Business -- posted at: 12:13am PDT

You can be a 37 times better leader than you are now, and it won’t require a crazy massive transformation.

All you have to do is improve yourself 1% a day. By the end of the year, you will be 37 times better.

And this doesn't just apply to leadership, this can apply to anything.

It means taking 10 to 15 minutes a day to watch or listen to something new to learn a new skill.

It means recognizing an employee for the hard work they’ve been doing.

It means spending time with someone who doesn't look like you, act like you, think like you, behave like you, or even believe in the same things you believe.

It means saying “I don't know” during a team meeting to embrace humility and vulnerability.

It means having a conversation with somebody and truly listening to them, not just hearing them.

That's what 1% a day looks like. Being a better leader doesn't have to be hard. Improving anything doesn't have to be hard.

---------------

There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

------------

Are you prepared for the Great Resignation? With the candidate-driven market heating up, you don't want to lose your top talent from a lack of meaningful recognition. Learn how meaningful employee recognition improves employee retention with this free guide!

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: How_to_be_a_37x_leader_SPONSORED.mp3
Category:Business -- posted at: 12:16am PDT

Taylor Smith is the co-founder and CEO of Blueboard, the world’s leading experiential rewards and recognition platform that helps companies celebrate their employees. The company was founded in 2014 and they currently have 150 employees around the world. 

Employee experience and recognition has been at the forefront of conversations in the business world for a while now, but it’s never been more important than this past year and a half. And one company that is helping leaders around the world find better ways to recognize, celebrate, and reward employees is Blueboard. 

A different way to recognize and reward employees

For many companies the way that they show appreciation to employees is through company-wide awards, swag like mugs and shirts, and gift cards. And while all of these things are good, it may not be what employees most want or need. 

As Taylor shares, “People show up to work every day and what do they do? They're spending all their time and their energy, and they're giving it to their company, right. And a lot of us, you know, we'll work on long projects, we'll throw our lives into our work, because we're proud of it. But that often isn't reciprocated from our company.”

Taylor and the Blueboard co-founder, Kevin, actually came up with the idea because of something that happened to Taylor while working for Accenture. At one point while working for the company Taylor was given a high visibility role working with the CFO of a large company. And during this project he really drove himself into the ground--he was working 80-90 hours a week, flying to Dallas every week for three months, he ate all his meals at the company cafeteria, and he wasn’t sleeping much. He put everything he had into that project.

And at the end of the project, Taylor’s manager called Taylor into his office and told him he had done an amazing job on the project and he wanted to recognize the work he put in and he handed Taylor a $500 gift card. It was a very well-intentioned gift and it was not a trivial amount of money, but in the moment it didn’t feel good to Taylor. Just considering all of the time and effort he put into the work and all of the time he spent away from home and his girlfriend, analytically thinking about it, it kind of made it feel that his time was worth $1.12 an hour to his employer. 

Talking the whole situation over with Kevin when it happened Kevin asked Taylor what would have made him feel rewarded, what would have made him feel appreciated. After thinking about it Taylor said it would have been nice had his manager said, you have been spending a lot of time away from home and away from your girlfriend, here are some vouchers for you both to go for a couples massage this weekend to relax and recharge. And that is when the idea for Blueboard was born. 

They realized that it made sense to use actual experiences and gifts of time to reward employees, but that in order to do that a leader would have to spend a lot of time figuring out the best thing to give, and then searching for local businesses who provide that service, and then purchase it, etc..And most leaders don’t have extra time to do all of that. So they wanted to provide a service to leaders so that the process would be easy for them and rewarding for employees. 

---------------

There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

---------------

The biggest trend Taylor is paying attention to 

One of the biggest things that Taylor and his team have noticed over the past year and a half is something that was already getting attention, but it increased during the pandemic and that is employee wellbeing. With most people working virtually, we have more people bringing their whole selves to work than ever before. We used to have a clear separation between work and personal life, that is no longer possible. 

Companies are wrestling with how to support their people’s well-being not just at work, but outside of work because they are so connected. We have to see all of the different facets of our people--they are not just employees, they are parents, spouses, significant others, and family members. They have hobbies and interests, they have hopes and dreams.  It dramatically changes your people programs when you start looking at your people as individuals who want and need different things. 

Will we go back to the office?

There has been a lot of discussion over the last several months about whether or not people will return to work in the office, or if most companies will continue to work remotely. Taylor is very interested to see how long it takes people to go back to work and what the whole transition period will look like. He believes that most companies will go with a hybrid form of work--some in-person and some remote--instead of going with one extreme or the other. 

And while working remotely comes with convenience and flexibility, there is also value in connecting face to face with coworkers. “We could and should be more connected people than ever, but we feel more alone and isolated than ever. And to me going to a fully remote workforce is going to lead us further down that path, and I just don't think people realize that right now.”

At Blueboard, even before the pandemic they had four day work days in the office and work from home Wednesdays. Employees were able to go to appointments or run errands or do housework on Wednesdays to break up their work day and accomplish things they wouldn’t be able to in the office. 

Why rewarding employees with experiences is so meaningful

Blueboard has a lot of options for employees to choose from when they are rewarded by a leader--some are big, kind of crazy ideas like sandboarding in Morocco or chasing the northern lights in Iceland and some are small, but impactful like taking a course in a language you want to learn or training to become a yoga teacher or a one-hour surfing class. 

There are so many things in life that a person might be interested in, but they just don’t have the time or the resources to take the first step. So being able to start that journey because you are being recognized for your hard work is powerful.

“We see hundreds of people a week doing things that represent one step towards something they've always wanted to do, whether that's taking a cooking class because they've always wanted to learn how to make pasta or they're taking a boxing class because that's the first step towards them getting in shape. Blueboard can represent just a small nudge and step in someone's life, that is then taking a big step in terms of who they are as a person. And at the end of the day, their company is the one that made that happen, how powerful and awesome is that? So that's why I love what we're doing.”

------------

Are you prepared for the Great Resignation? With the candidate-driven market heating up, you don't want to lose your top talent from a lack of meaningful recognition. Learn how meaningful employee recognition improves employee retention with this free guide!

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-__Taylor_Smith_-_Ready.mp3
Category:Business -- posted at: 12:07am PDT

What defines an entrepreneur is what they do when they are told “NO”.

Entrepreneurs get more competitive when they get rejected. They don’t shrivel away or cower in the corner and quit.

They want to know what they did wrong and why they were told no. They learn from the experience, improve on their failures, and move forward.

To them, failure is never the end of the journey.

This mindset is what separates entrepreneurs from everyone else.

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

----------

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.


Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: What_Defines_an_Entrepreneur_is_What_They_Do_When_Told_No.mp3
Category:Business -- posted at: 12:18am PDT

Cameron Herald is the bestselling author of several books including Meetings Suck and Vivid Vision: A Remarkable Tool for Aligning Your Business Around a Shared Vision of the Future.

He is the former COO of 1-800-Got-Junk and in the six years he was in that position he brought the company from $2 million to $106 million in annual revenue and the company was named the #2 company in Canada people wanted to work for.

Cameron is also known as the CEO Whisperer and he has coached a lot of leaders around the world. When it comes to looking for a coach, Cameron says leaders have to know what they are looking for because, “the world's littered with coaches right now. And you have to be very careful and understand what it is you're selecting.” Cameron focuses on the entrepreneurial operations, execution, and culture space. He teaches CEOs how to build world-class company cultures in order to propel growth.

He compares business coaches with sports coaches and says just as you would have different coaches for strength, conditioning, mindset, health, etc...there are also different coaches for business-related skills and techniques. So make sure you know what you want to work on and seek out someone specifically coaching in that area.

What is vivid vision and why is it so important for every leader

When Cameron is working with a leader, he always starts with a concept called vivid vision. He has the leader lean out three years into the future and has them describe all aspects of their company as if they had traveled in a time machine and were walking around their company three years in the future--the culture, the technology, the operations, the marketing, etc…

“I'm trying to get the CEO to visualize the company in its finished state. And then we can reverse engineer every sentence to figure out what to do to make each sentence come true. And then, much like building a home where you build the foundation, and you put up the walls, and then you put in the electrical and the plumbing, and then you put in the drywall, there's a formula for building out a business, in the same way you start with the foundational building blocks, and you grow from there. Many entrepreneurs get distracted by the big shiny object, right? Some, they just read something in a book, they want to do it now. But they forget about building the core basis of the business first.”

Why three years? Just looking one year out, there wouldn’t be enough change, it would be pretty similar to the present moment. And more than three years can be too far out to really wrap your head around, and too far out to really take seriously and get excited about. 

The vivid vision is the CEOs responsibility to create, roll it out, and get other people to buy into it. “If the CEO is very clear on where we're going, other people can figure out the plan to help make that come true.” Or for those people who don’t buy into the vision, they can see that the company is not a good fit for them and they can find someplace that works better for them.

What is the relationship between CEO and COO

Cameron uses an analogy of building a home when talking about the relationship between the CEO and COO. The CEO is the homeowner who wants to build the home and the COO is the general contractor that is hired to take the homeowner’s ideas and make the vision come true. 

“So the COO’s job is to take the vivid vision from the entrepreneur, the CEO, and start crafting the plan and the team and the operational bench to then execute on that vision and make that happen. The COO’s job is to reverse engineer the dream or the goals of the CEO.”

As Cameron points out a good COO is trying to get more done with less people, faster. They try to make the business run more efficiently, they try to increase revenue per employee, and optimize processes. Whereas a CEO doesn’t spend so much time thinking about those types of things.

---------------

There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

---------------

What is a Mind Map and how can leaders use them
A Mind Map is a tool that people use to visualize tasks, words, concepts or items that relate to a central concept or subject. When it comes to creating a vivid vision you can use a Mind Map by writing vivid vision in the middle of the page and then draw off a few branches. Each branch will represent something like family, fitness, friends, fun, faith/spirituality, and travel, then you jot down ideas for each branch.

For example, for the travel branch you might want to write that you want to live in different cities or live abroad or you want to learn a new language. For your family branch you might want to travel with them or make sure they get out of the house each day or learn a new skill together. And as you keep jotting down ideas it becomes a spider web of ideas.

“That's the way I like planning things. It's the way I like visualizing a company or a business. Whenever I have a new project or a new idea, I tend to start with a mind map and then I take all of those ideas and I build them out into lists of bullet points. And then I just prioritize the bullet points and I just start executing off those. You know, if you were doing a mind map of your home, and we're going to build a home, well what might it look like? How much should it cost? What types of rooms are we going to have? How will the rooms be laid out? So you start describing it and then it gives you some basis for thinking through things.”

What happens if there are people who don’t agree with your vivid vision?
Cameron gave an example of a CEO he worked with in Vancouver who went through Cameron’s program and had created his vivid vision. He had an offsite day for all 100 employees at the company and at the end of the day he read his vision off to the employees.

After reading out his entire vision he told them there are probably 15% of you who hate what you just heard, and that’s okay. But now you know that this is the right time for you to quit and look for another company that you are excited about because this is where we are going in the future.

About six weeks later 12% of his company had quit. A year and a half later that leader’s company was ranked as the #2 company in British Columbia to work for.

So not everyone will buy into your vision, but that just means that the company is not a good fit for them and it is their choice to buy into it or leave. It is better to be open and honest about where the company is going and have some people quit then to make it a mystery and have all employees confused about where the company is going.

“There's people at Microsoft that would hate working at Google, I've been to both their head offices, they're extraordinarily different. They're as different as like a raspberry and a banana. You know, both are fruits. I happen to hate bananas, I happen to like raspberries. Now, you can't say I don't like fruit, I just don't like bananas. So you need to decide: do I like what they're offering? And if you're not clear on what they're offering, you really want to find out. You also really want to be clear on the vision of the organization. Right? Where are they going? Do I want to be a part of that journey? Or would I rather be a part of a different journey?”

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

 

Direct download: Audio_-_Cameron_Herald_-_Ready.mp3
Category:Business -- posted at: 12:11am PDT

Empathy is one of the cornerstones of leadership.

The first thing that you need to do to practice empathy is take a step back and learn to listen. Don’t respond too quickly, take time to digest and process the information.

The next step is to be aware of your emotions.

Research shows that to practice empathy, you either need to be in a neutral state or the same state as the person who is coming to you.

The last technique is taking the opposite perspective.

Try to take the other person's perspective and argue against yourself a little bit. Try to challenge your initial assumptions.

Practicing empathy will greatly improve your leadership and the employee experience in your organization.

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

----------

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.


Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Real_Life_Tips_for_Practicing_Empathy_at_Work.mp3
Category:Business -- posted at: 12:23am PDT

Jason Redman is a Retired Navy SEAL Lieutenant, motivational speaker, and the bestselling author of Overcome: Crush Adversity With The Leadership Techniques Of America’s Toughest Warriors.

Jason grew up in a family that was very patriotic and enjoyed serving their country, so he heard about the military early on and from about the age of 12 he knew he wanted to do special operations. There was something about the Navy SEALs and the fact that it is the hardest training in the entire U.S. military that piqued Jason’s interest. People told him he would never make it, but that just pushed him even more to reach that goal. After he graduated high school he headed to Boot Camp.

“SEAL training is legendary and it's difficult. And it's been that way from the very beginning all the way back in World War II. And interestingly enough, it's pretty much maintained the core of what that training was back then. And even today, SEAL training has a 75%- 80% failure rate. So attrition rate, almost 80% of the people that start SEAL training, don't make it through the majority of it, you know, don't make it because obviously, they quit. But then there's a large amount that don't make it for medical reasons. And then performance reasons, academic reasons. All these things play into a guy's ability to make it through training. And it is legendary in its difficulty.”

How Jason’s near-death experience led him to his current career
Back in September 2007 Jason was part of a SEAL Assault Group in Iraq. It was a pretty volatile time in the war and they were conducting missions almost every night. On September 12 they got word that a senior Al-Qaeda leader was going to be in a specific location at a specific time and Jason’s team launched a mission to go after that individual.

But what they didn’t know was they were walking into a very well executed Al-Qaeda ambush and Jason and his team were shot by multiple machine guns. Jason was shot eight times in his elbow and his face. His jaw was shattered, all the bones above one of his eyes were broken, he was severely injured and knocked out. His teammates continued to fight and got him out of there and he was sent to a hospital in the U.S.

Jason remembers that in the beginning he was so overwhelmed. Doctors were giving him a ton of information about his injuries and treatment, at one point they thought they might need to amputate his arm, he was being fed by a stomach tube. He thought for sure his career was over and didn’t know where he would go next.

People would come visit him and they would talk about other people they saw throughout the hospital and what a shame it was, what a pity that we send them off to war and they come back broken and they’ll never be the same. And Jason had a realization hearing those comments. He didn’t want to be a victim and feel sorry for himself--he had been through tough times before and overcame them and he knew he had a choice.
We all have a choice when faced with hard times--whether you are a salesperson, a doctor, a police officer, etc...humans are humans and we have a choice in how we react to situations in our lives.

So he put a sign up on his door that said, “Attention to all who enter here, if you're coming in this room to feel sadness or sorrow, don't bother. The wounds I received, I got in a job that I love, doing it for people that I love, defending the freedom of a country that I deeply love. I will make a full recovery. What is full? That's the absolute utmost, physically. I have the ability to recover, and then I'm going to push that about 20% further through sheer mental tenacity. This room you're about to enter is a room of fun, optimism, and intense rapid regrowth. And if you're not prepared for that, go elsewhere.”

He wrote that sign for himself, he knew in his time of darkness he needed to have a mission statement that he could focus on when he wanted to quit or was feeling down. It wasn’t an easy journey, just because he made that statement doesn’t mean everything was better from that moment forward. He had surgery setbacks, days of intense pain, infections, etc… But he always thought back to those words and pushed forward.

In life, Jason says, you have to understand what your values are and what your mission is. That’s what has to drive you forward.

Jason’s three rules of leadership
While we can’t control everything, we do have choices in life, no matter what role we are in. Jason teaches three rules of leadership when he gives his talks. He says it starts with rule number one, which is 70% of leadership is how you lead yourself. It's about your self-discipline, how you build structure in your life, how you build repetition and processes to get things done, how you are balanced as a leader. Leading others usually happens before you ever open your mouth.

Rule number two is to lead others. After you are leading yourself and you know what your mission & values are, you can start leading others. It is important that you build trust, communicate clearly, and always stay on course.

Rule number three is lead always. No matter what you are facing in life, as a leader you have to realize that you are leading. People are going to look to you as their example, so you have to step up and lead regardless of what you go through in life.

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There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work!

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Can resilience and overcoming adversity be taught?
Jason has gone through a lot in his life and no matter what he keeps pushing forward and maintains a positive attitude. Leaders inside of organizations today need to have this type of mindset in order to overcome all of the challenges and hurdles that come along with this fast-paced, new world of work. But can this mindset be taught?

While some people do have a higher level of resilience within themselves than others, Jason says it is something that can be taught and improved. It’s taught through doing hard things. You have to get out of your comfort zone on a regular basis. If you are afraid of speaking in public, join Toastmasters. If you are afraid of heights, jump out of a plane.

“Why? Because it forces you out of your comfort zone. And that's what builds your resiliency and your overcome muscles. I'll tell you what I try and tell people all the time, you cannot just click a switch and turn on an overcome mindset in a crisis. If you've never built one, it just won't happen. I don't care how much you read. I don't care how much you think you know about it. If you have not done some hard things in your life and built your overcome resiliency muscles, it won't happen.”

The three Ps--how Jason stays focused on his goals
One important part of leading yourself is having goals and building a structure that helps you stay focused on them. Jason has created the three Ps that help him stay on track and focused on his long-term goals. Narrowing it down to these three areas helps him move the needle forward a bit day by day instead of having huge lofty goals that seem way out of reach.

His three Ps are:

  1. One physical goal--For Jason this is always about getting at least one workout in a day. But this could be any kind of physical goal. Maybe you want to do Yoga, or go for a walk outside, or play a team sport.
  2. One personal goal--To make sure he still takes time out to do something for himself Jason sets one personal goal a day. This could be having dinner with his family or calling his mom or balancing his personal finances.
  3. One professional goal--Every day he sets a professional goal to help him move his business forward.

As a leader working on these things daily helps you lead yourself which in turn helps you lead others better. Jason says as a leader you should be an example of a good communicator, a good family member, an example of taking care of yourself physically and mentally, etc…

“All these things are critical components of leadership, that if you're not doing them, if you are telling your people they need to have balance with their family, but you're not showing that, then they're going to slide out of that also, because that's how we learn. We emulate our leaders. And we value what our leaders feel is important.”

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Jason_Redman_-_Ready.mp3
Category:Business -- posted at: 12:13am PDT

Ever wonder why I tell stories in the talks I give?

When someone asks me how I got involved with the future of work, I could give statistics and say, “13% of employees around the world are engaged and I had bad jobs working for other people, and now I'm doing what I'm doing.”

Or…

I can tell my coffee story where my excitement for being called to the corner office of a CEO was crushed by a cup of Starbucks …

Which one do you think has more impact?

When you think about great communicators, one thing they all have in common is storytelling.

People have been telling stories since the dawn of time.

It's why when you were a kid, you wanted your parents to read you a story before bed.

It's why your kids now want you to read them a story before a bed.

We all love stories. It’s just part of being human.

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

----------

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.


Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Why_Storytelling_Matters_at_Work.mp3
Category:Business -- posted at: 12:51am PDT

Simon Mainwaring is the bestselling author of We First and Lead With We: The Business Revolution That Will Save Our Future, which comes out in November. He is the founder & CEO of We First, Inc. and he was a finalist for Global Australian of the Year in 2015.

Simon’s first book came about after the global economic meltdown when he heard a speech from Bill Gates from the World Economic Forum. Bill Gates talked about how the private sector needed to play a bigger role in social change and that really hit home with Simon. He wrote his first book, We First: How Brands and Consumers Use Social Media to Build a Better World, to help companies rethink their strategies and practice capitalism in a way that produces profit but also benefits the planet and communities around the world.

What is the future of work
As Simon shares, prior to covid we had defined separation between work and life, but since the pandemic that line has dissolved. Work has infused our life and life has infused our work. We are now seeing people bring more of their whole selves to work. We have Zoom calls and we see people’s children, pets, and house decor.

Simon believes that as we go forward we will see even more blending between work and personal life so they are more seamless. Even though work-life balance has been a phrase used in the past, Simon believes there is no work-life balance, the balance has to be within yourself. You have to know what works for you and what gives you balance. Do you work better at night or in the morning? Do you work better in a coffee shop or in an office setting?

“I think, you know, that balance is something that we all need to strive for in a sort of the inner state level. And once you do that, I think, you can show up meaningfully, when you're just hanging out and being social, and also you can really contribute on the work front. So I think the focus of the balance has to be within you, rather than sort of this false separation between work and life.”

Simon has also learned from working in countries around the world. He says he has learned to work more lightly and not suspend his happiness until he reaches a certain level.

“I used to be so anxious, and you're striving to get ahead and you think you can't be happy or successful until you've done X, Y, and Z. And I think it's a much smarter strategy just to realize that you're gonna put that effort in, but not suspend your happiness until you get there to just travel more lightly, take things a little less seriously. And, you know, have a little bit more fun on the way because I can't even remember things that I was worried about three or four years ago.”

Trends Simon is paying attention to
The world of work is changing a lot and there are a few trends that Simon is watching and paying attention to. The first one is the heightened and growing awareness of all of the challenges we are facing these days. You can’t look at your phone, or your social media, or a newspaper without seeing what’s happening around the world--floods, fires, species lost, political unrest, etc....

“I think we're all going through really tough times-- anxiety, stress, pressure, family, professional, whatever. And I think one of the challenges of COVID is I don't think any of us had carved out the time or the pressure hasn't stopped for us to actually process what's happening. And so we're carrying it forward into our work lives.”

People are exhausted, burned out, anxious. One of the best ways that Simon has found to deal with this is to get out into nature. Go for a walk or a swim. Connect with something outside of a screen. Take time away from the news or do a full digital detox.

Another trend that he is paying attention to is a positive one. We have seen stakeholders showing up for change more than in the past. Suppliers, CEOs, employees, and customers are all calling for a different way of doing business in a way that makes the world a better place. Everyone has a place at the table, which is different from what it was before.

And the third trend he is watching is the connection between companies who make a great impact on the world around them and the profits they make. “These new market forces where, you know, the more a CEO or a company or its culture or its products, or its impact does good, the more people are buying its products, the more investors are putting money behind that company, the more they're getting listed on the stock exchange. And the nature of business itself is changing. And I'm actually very optimistic about that.”

Three ways in which leadership is changing
Leadership is changing in a massive way and Simon says there are three main ways that he is seeing it change.

  1. Leaders are allowed to be more human now--Over this past year and a half we have all gone through tough times, we are all just doing the best we can, including leaders. Leaders are now able to be completely human--open, honest, and real.
  2. We have much more inclusive cultures--The traditional hierarchy is disappearing and we are moving away from command and control. We also have more focus on justice, equity, diversity, and inclusion.
  3. Leadership is much more collaborative--Leaders and companies are working together to tackle the big problems of the world. Our problems are bigger than one leader or one company can solve on their own.

Why Simon is doing a digital detox and the impact it’s had on his life
This past year and a half has been difficult for everyone. Not only have we had to be worried about the pandemic but we’ve been separated from loved ones, we haven’t had holidays or celebrations, we haven’t been able to have a social life. And so going through these tough times is hard enough without having to read the news and scroll through negative social media posts.

Simon found that stepping away from news and social media, spending more time outside, spending more time with family, and focusing on his health made a positive impact on his mood and his outlook on life.

“I think the digital detox is all really about protecting yourself against the assault of all the negative things out there, reminding yourself what's really important and good for your health and well being. And then committing to a course of action that will allow you not just to feel okay today, but sustain it over the long term because we're 18 months into this now, and who knows how long this is going to go on for. So it's been what’s been working.”

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

----------

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.


Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Simon_Mainwaring_-_Ready.mp3
Category:Business -- posted at: 12:56am PDT

Jobs aren’t like keys--You don’t just lose them, they get taken away from you.

Some people are worried about losing their jobs to technology, but what really happens is that their jobs get taken away because of technology.

There are two ways this can happen.

The first way is if the company consciously decides it wants to replace humans with robots and that it no longer wants humans running the organization.

Thankfully, what we’ve been seeing is the opposite.

We see organizations like Accenture that automated 10,000 jobs but didn't lose a single person. They upskilled all of their employees.

The second way is if you let AI take your job. This happens if you just watch the world change and do nothing.

You have to become a perpetual learner. You have to learn how to learn. You need to be able to apply those things frequently and do it quickly.

You need to future-proof yourself. You can't rely on companies and educational institutions to teach you everything you need to know to be successful.

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

----------

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.


Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Two_Ways_AI_Will_Take_Our_Jobs.mp3
Category:Business -- posted at: 12:05am PDT

Keith Ferrazzi is the bestselling author of multiple books including Leading Without Authority, Never Eat Alone, and his newest book, Competing in the New World of Work. He is also the Chairman of Ferrazzi Greenlight and it’s Research Institute.

Keith and the co-authors of Competing in the New World of Work conducted a huge research project to find out how organizations around the world were reacting to changes happening because of the pandemic. He says, “What we were looking to capture was a methodology and a roadmap on how the best and brightest leaders and organizations were reinventing their companies, reinventing their leadership style, reinventing their workplace, during the pandemic, in a way that would be sustainable, to allow us to meet the incredibly new volatile world that we live in.”

This research resulted in the book and a methodology, called radical adaptability, that looks at four elements of leadership that are crucial for this new world of work.

The radical adaptability framework
There are four attributes that make up the radical adaptability framework that Keith lays out in his book, they are:

  1. Foresight: You have to get everyone in your organization to see around corners and to see risks and opportunities. It’s one thing for an organization to have risk management and strategic planning, but you have to be able to turn those ideas and information into action. You have to make risk and opportunity identification part of your everyday work process so that everyone inside the organization knows how to foresee and adapt.
  2. Agility: During the pandemic we saw a lot of organizations do things they couldn’t have done in normal times. Things that normally take months or years had to be done in weeks. The formal process of agility that is used for software development, project management, program management is very seldom used across the entire organization, but that’s what we should be doing. You come up with what your next week’s sprint will be, you go do it, and then at the end you assess it candidly and repeat. Companies need to find a way to sustain that method for the long term.
  3. Inclusion: It is critical that everyone inside your organization has a voice as getting people involved leads to innovation. The key is to figure out how to include people without slowing the decision making process down. Keith says the solution is synchronous collaboration so that everyone has a shot at getting their idea to the table, no matter how big the group is. And technology has given us the tools to be able to do this.
  4. Resilience: Leaders inside of organizations have to radically redefine mental well being in the workplace. It is important to help your people out when things happen and times get tough, but it’s also critical to have a system in place to support your people at all times. If everyone is at full mental strength and capacity you have a more productive and engaged workforce.

How to lead without authority
Anyone inside of an organization can be a leader, even if you don’t have an official title or people reporting to you. When Keith was in his 20s he was working at Deloitte, he didn’t have authority or a leadership title, but through hard work and a passion for the CEOs vision for the company, Keith made a huge impression on the CEO and ended up getting moved to a CMO position.

The CEO of the company wanted the company to be one of the best brands in the world. Keith went out on his own and did a huge research project. He went out and interviewed the head of marketing at multiple companies and then turned his analysis into a white paper. He turned the paper over to the CEO of Deloitte and he was shocked. And because of that initiative he was given a leadership position.

Keith also shares that he ended up messing up at his next job because he went in with the wrong mindset. Instead of having the same humility, curiosity, passion that he had at Deloitte before he got a leadership role, he let the role go to his head and he went into the job with pride and overconfidence. He says, “I look at that, and it was shameful. And I see it happening all the time. I see executives leaning on authority to get things done and not co-creating the future of the business with their peers.”

Leaders can’t just come up with a vision and steamroll everyone to get them to buy into the idea. They have to show up with humility and share their vision with people, a vision that’s not fully cooked up, and say to them, “let’s go co-create something extraordinary together”.

Lessons Keith learned on the golf course as a 10-year old
At the age of 10 Keith had to go out and get a job to help out his parents and he ended up working at a golf course at the local country club as a caddy. His father advised him to show up a half hour early, and while Keith thought it was a crazy idea at the time, it ended up being a huge advantage for him.

Because he was at work early he was there walking around and he would see how the greens were cut, which allowed him to read putts better. It helped him give his golfers a unique vantage point and he was able to make suggestions using this inside knowledge.

One of the top golfers at the club had Keith as a caddy one day and because he helped her improve her score, she started asking for him every time she golfed. She started asking Keith questions about his own life and wanted to know what he wanted to do in life. After trying to avoid the question for a while, he finally gave her an answer. He told her that her dad immigrated to the US and had told Keith that being in America meant Keith could do anything, he could even be President someday.

The next time she came to golf she had a local congressman with her who coached Keith, gave him suggestions on what to work on, and suggested that he join speech and debate. Through that mentorship Keith ended up winning the national speech and debate tournament, which was his ticket into Yale University.
And all of that came about because of the advice he got from his dad to show up early. Keith says, “I did things other caddies didn't do, because I showed up at the golf course a half of an hour early. And the simple principle, which is true of leading without authority, if you're a leader in an organization, you've got to show up a half an hour early for your people, and then define who your people are not by org structure, but by who you need to work with.”

------------

This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com 

----------

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.


Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Keith_Ferrazzi_-_Ready.mp3
Category:Business -- posted at: 12:20am PDT

Self-serving employees are those who are typically just in it for themselves.

They don't care who they have to step on or what they need to do to climb the corporate ladder.

There are a few ways to figure out who amongst your employees are self-serving:

They are always blaming other people. A self-serving person will always try to make other people look bad to make themselves look good.
They always take control of meetings. There's always one person who wants their voice to be heard, "My opinion is right, your opinion is wrong.”
They are too competitive. Competition is great, but if you’ll do anything to win, like lying or cheating, then it’s taking it too far.

If you have someone like this, no one will want to be a part of your team or organization.

This episode is sponsored by Perceptyx.

Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. 

Given our unique blend of technology, domain expertise, and ‘above and beyond’ customer service, only Perceptyx makes all this possible. It’s why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com.

Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8
Instagram: https://instagram.com/jacobmorgan8
Twitter: http://www.twitter.com/jacobm
Facebook: https://www.facebook.com/FuturistJacob

Direct download: Red_Flags_to_Spot_Self_Serving_Employees.mp3
Category:Business -- posted at: 12:48am PDT

Lorenzo Simonelli is the Chairman, President, and CEO of Baker Hughes, a $20 billion energy technology company with 60,000 employees in 120 countries around the world.


Prior to Baker Hughes Lorenzo served as President and CEO of GE Transportation, CFO of the Americas for GE Consumer & Industrial, and General Manager, Product Management for GE Appliances, Lighting, Electrical Distribution, and Motors.


It is a very different experience for leaders today than it was decades ago. With the advent of social media, sites like Glassdoor, Smartphones, etc...everything they do and say is out there for the world to see and they are constantly scrutinized and analyzed. As Lorenzo shares, unlike in the past, the role of a leader now is 24/7. He is aware of the constant feedback and analysis and says he is a humble person and he tries to do the right thing on an ongoing basis. He treats people with respect and leads in a genuine way. And so when people critique him it doesn’t get to him as much, because he is comfortable in his own skin and he knows he is doing his best.


He believes that as long as leaders are leading in a respectful and authentic way and as long as they are driving the company forward, keeping all stakeholders at the forefront, then after that you need to be comfortable and confident in yourself. Don’t take criticism too much to heart.


“I've always felt it was important to have a balance, and I will work hard. And I will always try and do the best thing at the same time. Like all other humans, you've got only so much you can do. And that's what I put into perspective as well. I don't have all the right answers. I don't know everything. But I'll always do the best for the company.”


What it was like working with Jack Welch and Jeff Immelt at GE

Lorenzo worked at GE in various roles for around 20 years and he had the opportunity to work with both Jack Welch and Jeff Immelt. He says working with both of them was a great learning experience and they had a huge influence on who he is as a leader today. He was able to see both of them in action and learned different skills from them.


He shared a story of a time when he was conducting his first project for Jack and he had to give a presentation. At the time Lorenzo was around 20 years old and being that this was his first major interaction with Jack he was very nervous. He walked into the conference room and he was surrounded by Jack and other corporate staff and he began to sweat, he was so uncomfortable.

When Lorenzo started to present Jack could sense his nervousness and immediately he said “Stop, stop.” This startled Lorenzo and he was confused. He had just started presenting, there’s no way he could have screwed up already. But Jack wasn’t upset, he said “With a name like Lorenzo and an English accent, you’ve got to explain your story before you start.” And that was the ice breaker that Lorenzo needed to be able to breath and calm down before continuing with his presentation.


This is something Lorenzo has taken with him as a leader. It’s an important skill to be able to read how people are feeling and to help them get to a place where they can shine.


During the 2008-2009 financial crisis Lorenzo was leading a GE transportation business and because of the tough times he had to call Jeff and tell him that they had lost all of their volume. Lorenzo recalls Jeff being very understanding and telling him take what you can control and do what’s right, at the end of the day that’s all I can ask of you. I can’t ask you to control externalities that you don’t have a bearing on. Jeff was supportive and kind as a leader in a really difficult time, and that’s something that Lorenzo has taken from him.


Leading in tough times
Making difficult decisions as a leader is never pleasant, but as Lorenzo shares, you have to be honest, drive the company forward, and make sure the company is going to be there when things get better.


Lorenzo recalls something a mentor once told him and that is, “The worst thing you can do in a crisis is hide in your own office, because everybody is confused and the leader needs to be out there, and actually giving a direction and giving clarity.” Lorenzo has always approached a crisis as an opportunity to engage in a dialogue and build camaraderie. Your people have to understand the reasons behind the decisions you are making as a leader. You will not always be popular for the decisions you make, but people will trust you and respect you for keeping them informed and involved in the process.


As a leader you also have to be comfortable with managing ambiguity, you can’t look flustered. Lorenzo says, “People don't necessarily expect you to know all the answers. Clearly, the pandemic was something many of us were facing for the first time. And we had to be agile and navigate the pandemic. But if you provide a sense of ease, and a sense of just communication, and comfort, people will come along, and you will solve it as you go along.”


He says the worst thing you can do is get flustered, because people will see that and they won’t trust you to make the right decision. You may not know what to do in a given moment, but you have to stay calm, come up with a rational response, and communicate with employees. Get all the information you can, and then make the best decision possible. You may not always get it right, but you will be making progress and moving forward.


Lorenzo’s evolution as a leader
There was a time in Lorenzo’s career when he admits he was more of a command and control type leader. He thought he could do it all himself and he micromanaged people. But over time his leadership style has changed.


The change has come about because he listened to the feedback coming from employees and peers and really taking it to heart. Listening is such an important skill to have as a leader. In order to truly take feedback and make changes you also have to be vulnerable and self aware. It’s also critical to let people know you appreciate feedback so that they continue to give it in an open and honest way.


Lorenzo’s advice for leaders
Now more than ever it is important for leaders to stand for something and to stand for what the company believes in. As a leader at an energy technology company, Lorenzo believes that Baker Hughes can really help reduce the carbon footprint and provide safe, reliable energy for people around the world. And that is something he speaks up about and something that he takes a stand for. Every decision he makes is based on that belief.
He says, “I'll also say I think leaders need to be a voice for the underrepresented and also for the way in which the globe needs to continue to evolve. And that's why diversity and inclusion is so important. Because if we don't say it as leaders, then how will it evolve? And that's the best decisions we know, are made when you actually have variation and diversity of thought. And that comes through the D&I as well.”


The speed at which things are changing in the world has sped up, and so leaders also need to be agile. You have to be able to move fast and pivot when needed. “We know the end goals, but how you're going to get there can vary day in and day out, and also different roads that you take. And we look at the external world, we look at what's happening, and we pivot accordingly. And so instead of it being one big marathon, it's actually short sprints that get you along that way. And that's the way in which we've been through this journey.”

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This episode is sponsored by my friends over at Perceptyx


Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry’s largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what’s going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization.


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Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.


Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com 

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Direct download: Audio_-_Lorenzo_Simonelli_-_Ready.mp3
Category:Business -- posted at: 12:27am PDT

Does your leader have a growth mindset or a fixed mindset?

There are a few ways you can find out.

Leaders who have a fixed mindset place a very high priority on looking smart. They believe people can't change.

If you work for a manager or a leader who doesn't believe in embracing vulnerability or admitting that they don't know something, your boss has a fixed mindset.

On the other hand, if you work for a manager or a leader who believes in getting feedback and encourages learning, experimenting, and curiosity, your boss has a growth mindset.

Imagine being under constant pressure at work every day and feeling that every word that comes out of your mouth has to be correct. That's a horrible kind of culture to be in.

This is why leaders need a growth mindset.

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on the Future of Work, Leadership, and employee experience. http://futureofworknewsletter.com/ 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8

Instagram: https://instagram.com/jacobmorgan8

Twitter: http://www.twitter.com/jacobm

Facebook: https://www.facebook.com/FuturistJacob

Direct download: Why_Leaders_Need_a_Growth_Mindset.mp3
Category:Business -- posted at: 12:25am PDT

Mike Capone is the CEO of Qlik, a business intelligence company that provides end-to-end cloud data integration and data analytics solutions for organizations around the world. Mike leads a team of over 2,600 people around the world. 

Mike’s experience as a leader started at the age of 24 when he was working in IT and he says he was totally unprepared for it. At the time he had no training, no experience, and he found it very intimidating at first. But with time, advice, and on the job learning he figured things out. 

He says that his progression from an entry level leader to being the CEO leading over 2,600 people came about because of hard work, a willingness to volunteer for the hard jobs, and the ability to help others be successful. 

The things that made a difference in Mike’s career

Jamie Dimon, the Chairman and CEO of JPMorgan Chase, is a leader that Mike really respects and someone that he has watched for a long time. In an interview Jamie shared that when it comes to success, there is no substitute for hard work. And Mike agrees with that completely, people who work hard get rewarded. But while that is a huge part of achieving your goals, there are other important things to focus on.

Mike says you also have to be unafraid to volunteer for tough jobs. In Mike’s own career there was a time when he was working for Oracle Financials when the company was rolling out a global financial system and they had already gone through two separate leaders who had been placed in the roll and then let go. 

One day Mike was selected to be the next leader of the project, and everyone around him told him not to take it--it’s where people’s careers go to die. But Mike saw it as an opportunity to get noticed and advance his career. So he took the job and sure enough it was a huge stepping stone for him. As Mike shares, it is a combination of things that get you to the level of CEO, but if no one notices you and if no one knows who you are, then it doesn’t matter, you won’t get ahead. You have to have people believe that you are a key to their success.

Mike’s leadership style

One thing that is very important to Mike as a leader is listening twice as much as he talks. As a leader it is so important to let other people talk, even if you already know the answer. It’s also important to have diverse opinions and backgrounds around you. 

But it’s equally important to be decisive as a leader. You have to listen, listen, listen, then decide and move on. “You always want to control the future and not let the future control you. But that said, like, that is the biggest failure I've seen of leaders is this kind of paralysis, this inability to decide. And you'd be hard pressed to find somebody who would accuse me of that, they'll accuse me of ready, fire aim sometimes, right. But they'll never accuse me of, you know, not deciding something quickly.”

There are going to be tough decisions that you have to make as a leader, but time is not going to make it go away. Some leaders also struggle with trying to build consensus around a decision, they want to be popular and liked, and while it is normal to want to be liked, you’re not always going to be and that shouldn’t stop you from making a decision. 

“I always tell leaders, look, you have to do the listening and let people know they're heard, then you’ve got to use your best judgment and the data at hand and decide, and then your team has to get behind you. Time for discussing and then time for deciding and time for action.”

And if he makes a bad decision, Mike says he admits it and fixes it fast. He doesn’t dwell on it or let it eat at him. 

What to do if you feel stuck in your job

Most of us have had a moment or moments in our career when we feel like we are stagnant and there is no way to move inside a company. It can be frustrating and disengaging. So what should you do in this situation? 

Mike says before you make a decision, take a look at yourself. How much do you market yourself? How much are you trying to get noticed? Are you working on gaining new skills and improving the ones you have? 

There are a lot of ways you can change your situation. Mike says, “If you're not fulfilled coming to work every single day, you’ve got to do something about that. You can't just complain about it. And I know economically, people sometimes say, well, I need this job. That’s great, like, you need the job, but you know, then skill yourself up. So your life isn't dependent on that particular job and then go find something else. But don't stay in a situation you're not happy in.”

Two things that hold leaders back

There are two main things that Mike says hold leaders back from their full potential. The first one is that leaders tend to think that the thing that got them where they are today is the thing to get them there tomorrow. They think that because they have a playbook that has worked before that they can just keep running the same one. 

There’s a reason why most CEOs don’t last more than 5 years, because after that time they have to reinvent the thing that they invented, and it’s really hard to admit that what you did before isn’t lasting. But the pace of change is fast, and the world is changing so quickly. You can’t keep doing the same thing over and over. 

The other thing that Mike says holds leaders back is thinking their time is more important than anyone else’s. This mindset manifests itself in canceling meetings, showing up late to meetings, being on your phone when someone is talking to you, etc...When you are in a meeting or talking with someone, be present completely. Multitasking doesn’t work, it’s just a productivity killer. If you need to respond to emails or text messages, set aside time for that. 

What sets great leaders apart from good ones

There are a lot of leaders who can get things done through command and control, but the great leaders inspire the people around them. People are jumping in the boat because they want to follow that leader. It’s all about inspiration. 

And this is something you can work on. Find people around you that model great leadership and watch them. Find someone who can mentor you. Practice things like empathy, listening, caring for others every single day. Catch people doing good things and let them know with an email, a call or a letter. It takes hard work and practice, but it’s worth it in the long run and it will ensure your success as a leader. 

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on Future of Work, Leadership and employee experience. http://futureofworknewsletter.com/ 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8

Instagram: https://instagram.com/jacobmorgan8

Twitter: http://www.twitter.com/jacobm

Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Mike_Capone_-_Ready.mp3
Category:Business -- posted at: 12:10am PDT

There used to be a time where graduating from school was enough for you to be successful in life and in work.

And when you worked for a company, it too, would teach you everything you needed to know.

But today, that’s no longer the case.

Today, you can't rely on educational institutions and companies to teach you everything you need to know to be successful.

You need to be more accountable over your personal and professional development.

You need to learn how to learn.

Especially in this rapidly changing world of work, you’ll likely need to reinvent yourself multiple times during the course of your career.

What do you do to keep learning?

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on the Future of Work, Leadership, and employee experience. http://futureofworknewsletter.com/ 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8

Instagram: https://instagram.com/jacobmorgan8

Twitter: http://www.twitter.com/jacobm

Facebook: https://www.facebook.com/FuturistJacob

Direct download: Learn_how_to_Learn.mp3
Category:Business -- posted at: 12:28am PDT

Martin Moore is the author of the upcoming book, No Bullsh!t Leadership, and the host of the podcast with the same name which has been downloaded more than 1.4 million times and has listeners in over 70 countries. He is also the former CEO of CS Energy and he currently runs Your CEO Mentor with his daughter, Emma.

Martin wrote his book because there are so many books out on the market that teach desirable attributes that leaders should have, but he didn’t find anything out there that shows leaders how to actually implement these ideas. He wanted to create a practical guide that would help leaders figure out how to be more transparent, how to be expert communicators, how to deal with conflict, etc…

As Martin has witnessed personally there are a lot of leaders out there who attend training programs and they come back motivated and inspired by all of the things they have learned, but when they get back to work nothing has actually changed. So they think they are doing better because of the new knowledge they have, but actually they don’t know how to carry it out so it doesn’t help anyone.

Business acumen vs leadership skills
One thing Martin discusses in his book is the difference between business acumen and leadership skills. A lot of leaders aren’t good in both of these areas, they are good at one or the other. Business acumen is about knowing what to do in the context of business--so this includes understanding strategy, being a good negotiator, knowing about finance, economics, marketing, operations, etc…

A lot of times people who have business acumen get promoted to leadership roles, and they are very smart people, but they don’t have the leadership skills needed to be effective. People who only have business acumen can be absolutely terrible leaders.

Leadership skills include being able to deal with conflict, being able to motivate and inspire people, being an excellent communicator, being able to clearly share the vision of the company, etc…

Ideally people in leadership roles have both business acumen and leadership skills, however if forced to choose between the two Martin says it’s better to have the leadership skills and surround yourself with people who have the business acumen then it would be for a leader to have business acumen alone.

Martin says, “A leader’s job is to actually lift the people, to understand them, to get the most out of them, to achieve the results they have to achieve for the organization. And for me, the number one mandate for a leader is to deliver value, period. That's it. Now, before your listeners rail against the fact that I am a heartless capitalist bastard, value comes in many different forms, right? Value can come as much from providing a safer environment for our people, as it can from generating financial value. Someone who's running a surgical practice value might come from better postoperative outcomes for patients. So value comes in many different forms. It's just a matter of understanding what form that is for you.”

The leadership problem
When it comes to promoting people, the transition between individual contributor and being a leader is something we are not paying enough attention to, Martin says. Just because someone is great in a certain role does not mean they will automatically be a great leader. We need more training and mentoring for people going into their first leadership role.

And because a lot of people in leadership positions today have not had the proper training, a lot of times the people just now moving into these roles don’t have any real role models to look up to.

“You look up the line, and you look sideways, and you can't see too many people where you go, Oh, I get it, I see what leadership is, I want to be more like that person. And so you develop all the bad habits right at the start, that you shouldn't. And of course, every time you get promoted above that, it becomes more difficult. Just the simple fact that you have to let go of the details more and more and more, the higher up you go in an organization. Many people never master that. That's why the workloads are 100-120 hours a week.”

So why do we still have a leadership problem when there are so many books, podcasts, courses, etc...on the topic of great leadership? Martin says a lot of it comes down to the fact that a lot of people don’t want to put in the work of leadership. A lot of the things that you need to be a great leader go against the grain and against the programming that’s in our DNA.

For example, a lot of people have a hard time stepping into conflict situations and finding a solution. Most of us tend to avoid conflict if we can. But as a leader you are going to have to deal with conflict, it’s a huge part of the role. So you have to learn to keep practicing that skill until it becomes more comfortable.

“It's a lot easier to develop bad habits than it is to develop good habits. And leadership, to a large extent, is about pushing yourself to do the things that help you to develop those good habits.”

The seven principles needed to be an exceptional leader
In his book, Martin lays out the seven principles that all leaders need to focus on to improve and be an exceptional leader. They are:

  • Deliver value--You have to understand what value means to you and to your organization. Once you’ve done that you have to stop everything else. You should be picking out the top 2-4 things that drive value for your organization and absolutely nail those things. It’s all about real focus and simplicity.
  • Handle conflict--Conflict is a part of almost everything you do as a leader, so you have to get comfortable with it. You have to be able to stay rational and composed when you are in a conflict situation. And it’s always about respect before popularity. If you’re trying to be popular, it’s not going to end well because there will always be people who don’t like you.
  • Build resilience--Being able to function as a strong leader under severe circumstances is critical. How do you handle pressure? You have to be able to function calmly, rationally when in a crisis. You can’t blame other people and you can’t avoid the problems.
  • Work at level--This is a common problem throughout organizations. You are paid to do a certain job and that is what you have to focus on. Don’t do other people’s work for them. If someone isn’t doing their job as the leader you can’t just jump in and do it for them. First of all it’s robbing that person of the opportunity to improve, but you are also wasting time that you should be spending on your own work. That’s why a lot of leaders end up working 80+ hour weeks. It’s because they are working on the wrong things.
  • Master ambiguity--As a CEO pretty much everything you deal with is in shades of gray, it’s not black and white. But you have to be able to translate from extreme uncertainty at the top to extreme clarity at the bottom. Your people have to understand what is required of them, how they add value to the business, how they fit into the mission of the company, etc...
  • Make great decisions--A great decision will be timely, you can’t act slowly. A decision that is 80% right today is infinitely better than a decision that is 90% right next month. Most of the time we hesitate on decisions because we are afraid to get it wrong. You have to know who to consult,how long to consult, you need a strong line of accountability to make sure all available inputs are there, etc..
  • Drive accountability--Having someone who is singularly accountable for delivering something is critical. Single point accountability has a completely different energy to it then when things are shifting around multiple people and teams. But to really have accountability you have to empower people correctly. Accountability without empowerment is just cruel.

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on Future of Work, Leadership and employee experience. http://futureofworknewsletter.com/ 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8

Instagram: https://instagram.com/jacobmorgan8

Twitter: http://www.twitter.com/jacobm

Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Martin_Moore_-_Ready.mp3
Category:Business -- posted at: 12:20am PDT

Business is very much like the game of chess. We need to prepare for a lot of different scenarios.

We do this in our personal lives all the time.

When we think about buying a house or having a kid, we think through everything--what's going to happen to the property value? What should my child study when they grow up? I wonder who they're going to marry? We like to think about different scenarios.

But for some reason in business, we don't think about different scenarios, we only think about one scenario.

We need to do a better job of thinking of multiple business scenarios and preparing for all of them.

(This is a clip of my conversation with Vicente Fox, former president of Mexico)

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on the Future of Work, Leadership, and employee experience. http://futureofworknewsletter.com/ 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8

Instagram: https://instagram.com/jacobmorgan8

Twitter: http://www.twitter.com/jacobm

Facebook: https://www.facebook.com/FuturistJacob

 

Direct download: How_Should_We_Prepare_for_the_Future_of_Work.mp3
Category:Business -- posted at: 6:44am PDT

Oisin Hanrahan is the CEO of Angi, the parent company of Angie’s List, HomeAdvisor, and Handy. He is actually the co-founder and former CEO of Handy before it was acquired by Angi, and now he leads the $8 billion company with around 5,000 employees.

When he was just 19 years old he founded a real estate company in Budapest and ran that for 6 years. Later on he came to the US and attended Harvard Business School, but he and his Handy co-founder both dropped out to launch the business in 2012.

Oisin truly enjoys the CEO role. As he shares, “I relish the opportunity to set the culture, to set the values, to really think about how we're recruiting people, how we're rewarding them, how we're recognizing them. And I think that that's something that I really enjoy, you know, it's something that I really like to get into.”

And he wants everyone on his team to love their job as much as he loves his. Oisin has a bi-weekly meeting with new team members and during the meeting he sits down with them and he talks about the mission of the company and gives some updates as to what’s going on, but in the meeting he also makes it a point to ask everyone a question--do you like what you’re doing?

Oisin himself answers the question, to lead by example, and he is open and transparent with his team. And he shares with them that of course, not every minute of every day is going to be perfect or make you smile, but the important thing is that the vast majority of your time you are doing something that you enjoy and that you look forward to. Oisin truly believes that one of the biggest responsibilities of the CEO role is to create an organization and a place to work where people are excited to come in and do their job. It’s so important to find the right people for the right roles so that everyone is in the best position to truly love their job.

Oisin’s view of the overall state of employee engagement
Of course it is important for people to want to come to work and to get joy from what they do, but the truth is there are a lot of employees around the world who are unhappy with work, they don’t feel engaged, they dread going into the office.

When asked his opinion on the overall state of employee engagement, Oisin shared three areas where organizations tend to fall short and how focusing on these three areas can drastically improve employee engagement.

First of all organizations have to be mission driven. Employees today want to know that the work they are doing is meaningful, and it’s hard for organizations that are not mission driven to be successful in the current recruiting environment. People have to believe that they are coming in every day and doing something broadly good--whether it’s something that is helping the environment or something that is helping people in impoverished areas around the world or something that is helping their own community thrive--they want to know the meaning behind what they are doing.

The second area that organizations tend to fail at is recognizing, rewarding, and respecting people. Your people want to receive credit and praise for the great work they are doing. They want to feel that they are adequately paid for their role and that they are able to provide for their family. They want to know they are respected, that they are seen, and that they are not just a number.

And third, employees want to know they are surrounded by a great group of coworkers that they enjoy working with and who they get along with well. And this will be different for every person. Some individuals want to be pushed hard, they have incredible ambitions that they want to achieve, they don’t want to settle for average. These types of people enjoy being surrounded by coworkers who will challenge them every single day. They want to be around people who are striving for the best at all times and who will be a bit competitive. While other individuals want a less challenging atmosphere and a place where people get along well and work harmoniously with each other.

It’s important for leaders inside of organizations to look at all three of these areas separately and see what areas they are failing in and what areas they are excelling in. All three areas matter, and you have to figure out the best way to address each one if you want to attract and retain the best people and keep them engaged.

What should you do if you don’t like your job?
For individuals who just aren’t fulfilled at work and who feel like they hate their job, Oisin has advice. Before you turn in your resignation, think about the reason why you want to quit your job. Is it because the mission of the company doesn’t line up with your beliefs? Do you feel like the organization as a whole treats you and all other employees as just a number? If it is something that you don’t have control over and something that is a company wide issue, then yes it’s probably best to walk away.

But if it is because you are not being recognized or you aren’t being paid well, or you don’t like the people you are working with, take a step back and ask yourself if the issue is company wide or is it something that is only an issue within your immediate team. Is your immediate boss not doing a good job as a leader or are all the leaders from the top down acting in the same way? If it is something within your team it may be best to talk with someone within the company to see if you can move to another team. Or maybe your boss’s boss can address the issues with them directly to see if they can change.

Oisin had a situation like this within his company fairly recently. An employee came to Oisin and said he wanted to leave. He was upset and basically told Oisin “this place sucks, I hate everything, I just want to go”. Oisin could have just let the employee go on his way, assuming he really didn’t like the work, and just moved on. But he decided to dig deeper to figure out where the real issue stemmed from.

After a few conversations with the employee, and allowing the employee to take some time to take a walk and get a breath, he found out the truth. The employee was actually happy with the company as a whole, he believed in the mission, he was happy with his pay, and he was happy with the overall culture. The problem was that the culture within his smaller team was not good and his manager was not doing a great job leading his team. After learning this Oisin had some tough conversations with the manager and the manager was able to adjust the way he led his team. In the end both the manager and this employee are both still at the company a year and a half later and they are both happy.

A situation that could have ended with the employee leaving angrily, a manager leading a team in-effectively, and potentially other fed up people leaving, ended up having a happy result because Oisin took the time to dig deep and find out the root of the problem.

How Oisin learned to be a leader
Oisin became a leader at a very young age. He started his first company at the age of 19 and even now in his second CEO role he is only 37. So how did he learn to be a great leader? He says it was a combination of learning from great people around him and trial and error. Learning through trial and error, Oisin shares, is expensive, but it’s also very effective. When you try something and fail, you don’t soon forget the experience and what you learned from it. He has also learned from coaches at times throughout his career.

There is no substitute for what you learn in the hard moments, the difficult decisions, and the things that take you by surprise. When something bad happens you see the pattern recognition and the next time a similar situation comes up you see the signs and diffuse the situation before it becomes a problem. So while an MBA is great, learning from the people around you is important, and leaning on coaches at times can be beneficial, there is nothing like real world experience and trial by fire.

How to know if you should work with a coach
Would all leaders benefit from hiring a coach to help them with their leadership approach? Oisin says it can be extremely beneficial, but there are a few questions to ask yourself before you hire someone.

  1. Are you coachable?-- Some leaders are stuck in their ways and aren’t ready to give up the way they do things. If that is you, a coach isn’t worth it. You have to be willing to make changes.
  2. Can you find someone you trust enough?-- When hiring a coach it is important to find someone that you’ve got good chemistry with, someone who you trust to tell you the truth, and someone that knows what they are doing.
  3. Are you willing to do the work?--It’s one thing to have someone come alongside you and tell you what you can work on, but if you’re not willing to actually do the work, it’s pointless. If you hire a tennis coach to teach you how to play but you only practice once every three months, you’re not going to get better.

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on Future of Work, Leadership and employee experience. http://futureofworknewsletter.com/ 

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8

Instagram: https://instagram.com/jacobmorgan8

Twitter: http://www.twitter.com/jacobm

Facebook: https://www.facebook.com/FuturistJacob

Direct download: Audio_-_Oisin_Hanrahan_-_Ready.mp3
Category:Business -- posted at: 12:03am PDT

Great leaders are amazing communicators.

But with all the technology out there, how do you know what platform to use for each message, and how to effectively use that medium?

Here are a series of questions to think about when you are trying to decide how to communicate effectively.

1-What is the message you are trying to convey?
Consider what you want other people to take away and how they should feel after receiving your message.

2-Who is receiving the message?
Communicating with one person is different than communicating with an entire team, just like talking to new employees is different than talking to employees who have been at the company for years.

3-Do you need feedback?
If you want some kind of feedback, a personal meeting might be your way to go. Urgent concerns or clarifications might require speaking up in a meeting and asking your question.

4-What is the culture of your audience?
Different tools, technologies, or customs that work in your part of the world might not work somewhere else. Understand your audience and be empathetic.

Ask yourself these questions to help guide you and make sure that you're using the right medium effectively.

 

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on Future of Work, Leadership and employee experience. http://futureofworknewsletter.com/ 

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Category:Business -- posted at: 12:55am PDT

Erin Meyer is the co-author of No Rules Rules: Netflix and the Culture of Reinvention, which she co-authored with Reed Hastings, the founder and CEO of Netflix. She is also the author of The Culture Map and a professor at INSEAD.

For the book, No Rules Rules, Erin spent a lot of time observing the corporate culture inside of Netflix, she interviewed employees, and got first hand stories of how the company values started from Reed himself. Netflix definitely has a unique culture and an interesting way to give employees freedom. While not every company can use their method of autonomy, there are lessons we can all learn from how they operate.

What led Erin to write No Rules Rules
Erin’s first book, The Culture Map, came out in 2014 and it dove into the topic of how people of different backgrounds and cultures can work together harmoniously and effectively. The book really took off over the next few years and in 2016 Erin received an email from a fellow Peace Corps volunteer who was interested in learning more about her book and how to implement the method in his own company. That person was Reed Hastings, the co-founder and co-CEO at Netflix.

So Erin went in to help Netflix get ready for their international expansion and while she was there she became fascinated with the company’s culture because it was so strange and unique.

“I conducted a big research project, I interviewed about 200 employees at Netflix, and I spent a lot of time with Reed himself, trying to understand what it was about this organizational culture that was breeding so much innovation and flexibility in the company. And then what it was that other business leaders around the world or even just team leaders could learn from this company about how to be more innovative and flexible themselves. And that's what we wrote the book [No Rules Rules] about.”

Why the culture at Netflix is so different
When asked what her first impressions were of the Netflix culture when she first started, Erin admits she was a bit “startled” by it and there were some things that initially concerned her. One example of something that concerned her was one of the slides in the Netflix culture deck which said, “adequate performance gets a generous severance”.

Erin says, “It concerned me because at INSEAD where I teach, there had been, there was so much talk, and still today, of course, about the idea of focusing exclusively on psychological safety in a workplace. I just didn't understand how an organization today could be running around, not make your employees feel safe, but tell your employees if they're not excellent, they're out.”

But even though it initially concerned Erin, it also was intriguing and a bit refreshing to see a company be so blunt about what it was going to be like to work there. So many companies tell potential new hires wonderful stories about what it’s like to work at the company, things they think people want to hear. It’s a great work environment, you’ll love everyone you work with, the work is exciting and engaging, and you won’t ever get burned out. That’s what they’ll say when the person is interviewing for the job, but then once they start they find out that people are backstabbing each other, it’s a toxic work environment, they are expected to work 60+ hours a week, and they are doing boring, monotonous tasks.

To see a company really be blunt and open about what the culture is actually like is extremely rare. So even though the wording may sound harsh, anyone who applies for Netflix knows up front it’s going to be hard work and you will have to bring your best self every day, and that may not be for everyone.

“I was so tired, just so sick of looking at corporate cultures or people who worked at companies who said what their corporate cultures were and then say, Oh, it's about integrity and respect and excellence. You know, there's nothing wrong with saying that your organization values respect, it's just that there's no good credible option to respect right? No company would run around saying they value disrespect, or that they value corruption. And I think that was actually one of my really overarching learnings to this research, was that if you really want to articulate a corporate culture that means something, that takes a root and impacts the way your employees are behaving, that you really want to avoid speaking in absolute positives, like integrity or respect, that have no good opposite option. And instead, focus on the tensions or the dilemmas that your employees are facing on a day to day basis.”

We are a team, not a family
Another way Netflix goes against the grain is in the methodology behind their corporate culture. Their mindset is, we are a team, not a family. And we’re not just a regular team, we are an Olympic team. We work together, we have cohesion and teamwork, but there’s no job security. When you get hired for a certain position you are there for as long as you are the best person for that job, but when you are no longer the best person for the job you will be replaced by someone else who is.

As Erin shares, in the Industrial Era most of the time employment was for life, so you really were a family. But now, with the increasing pace of change and uncertainties that is no longer the case, we can’t have teams where we can’t easily move people on and off.

This may seem harsh, and it’s definitely not for everyone, but employees who work for Netflix opt into that work environment. They know up front what it will be like and what is expected of them. And if they accept the job they know they will get paid well, they will get to work on some amazing projects, they will have exceptional co-workers, etc…

How Reed came up with the Netflix culture foundation
There are three main pillars that make up the Netflix culture and allow the leaders there to give employees freedom. And these three things came from the experience Reed had at the first company he opened, Pure Software.

Because Pure Software was a small entrepreneurial startup they operated without formal processes and policies. Everyone was expected to use their best judgement and make good decisions for the company, which worked when they first started with a small team. People enjoyed working there, they had freedom, there was a lot of creativity and innovation. But then the company began to grow quite quickly.

And as the company grew--from a handful of people to 1,000--people started to do stupid things and took advantage of the freedom they were given. There was no policy against having dogs at work, so one woman started bringing her dog in every day and he would chew through the carpets. Another employee who had to travel for work decided because there wasn’t a policy about travel he would start flying first class all the time.

Because this was still a fairly new company, they didn’t have a lot of extra money, so these things people kept doing really hurt the company and frustrated Reed. So he sat down with HR and wrote an employee handbook to address all these issues. But as they implemented these rules and policies something else happened--the creative people started leaving and innovation slowed down. Erin says it got so bad Reed had to sell the company.

So when Reed opened up Netflix he went in with two guiding principles--employee freedom breeds innovation and process kills organizational flexibility. But he was also worried that if he didn’t have some policies in place the organization would descend into chaos. So he had to figure out how to give freedom without processes and policies.

The three pillars of Netflix culture
As Reed was figuring out what to do with the culture at Netflix he realized that in most organizations most of the procedures and policies are put into place to deal with medium to poor employees. So if you could get a culture that was made up of only top employees then you could give them a lot more freedom. And then you also have a culture with a lot of candid feedback so that employees could feel secure speaking up if and when someone did take advantage of the freedom.

So Reed came up with three pillars that are still used inside of Netflix to create a culture of freedom, creativity, and innovation. They are:

  1. Talent Density--In order to give freedom without limits and policies you need a high performing team and you can’t let middle performers hang around. Leaders perform regular “keeper test” exercises with employees. If that employee came to you today and said they were leaving, how hard would you fight to keep them? If you wouldn’t fight or if you would feel a bit relieved, then they aren’t the right person for the role.
  2. Candor--The leaders inside Netflix encourage a lot of candid feedback. The key is having some guidelines to the feedback and Erin shared the four A’s--Aim to assist, it has to be actionable, show appreciation, accept or decline. Everyone provides feedback--employees to leaders, leaders to employees, and employees to coworkers.
  3. Freedom--Once you have talent density and candor, then you are in a position to give freedom. If you want to go on vacation--go, if you need to make a purchase--do it, if you need to make a decision--make it. You are expected to act like an adult and act in the best interest of the company. Instead of using a hierarchical pyramid, Netflix uses a decision making tree with the leaders at the bottom down in the dirt, watering the roots of the company.

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on Future of Work, Leadership and employee experience. http://futureofworknewsletter.com/ 

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Direct download: Audio_-_Erin_Meyer_-_Ready.mp3
Category:Business -- posted at: 12:08am PDT

Are you struggling to see change inside your organization?

Just like brushing your teeth or working out in the gym, seeing change doesn’t happen overnight. It is a very slow process and has to start somewhere.

So be the change you want to see inside your company.

Lead by example so that other people can see you and start imitating you. Show the people in your organization that the changes you want to see are attainable.

Direct download: Be_the_Change_You_Want_to_See_Inside_Your_Organization_MP3.mp3
Category:Business -- posted at: 12:29am PDT

Kate Johnson is President of Microsoft US, a $45 billion division including all of Microsoft’s solutions, services, and support revenues across public and private sectors in the United States. Kate is responsible for a team of 10,000 people and she has been very involved in Microsoft’s culture journey led by CEO Satya Nadella.

Prior to Microsoft Kate served as the Chief Commercial Officer for GE Digital. She has held several key senior leadership roles at GE, Oracle, Red Hat, and Deloitte Consulting.

Kate believes that leadership is a state of mind, it’s not about how many people you lead or your seniority level, it’s about the characteristics and skills you demonstrate on a day-to-day basis. You can be a leader if you are an individual worker without anyone reporting to you directly just as much as someone can be a leader with thousands of employees reporting to them.

Important experiences for anyone aspiring to be a senior leader
Kate has a very diverse background when it comes to her career. She got her degree in engineering and worked in that field for a while before going back to get her MBA. After she finished her MBA she spent several years in management consulting, then moved into banking, and then she moved to the IT side of things. She has worked in inward-facing roles and outward-facing roles. And she has also worked in several different countries around the world.

Not everyone will have the same path, but the important thing about her diverse experiences is that she was always learning and growing--she didn’t just stay where she was comfortable. She shares that it is also important, especially if you want to lead a global company, to learn about different cultures and immerse yourself in them to build relationships with people from all parts of the world. In order to truly understand different cultures proximity is crucial, you have to go there and immerse yourself in it, even if it’s for a short time.

Although Kate has had a lot of work experiences, she also brings up the importance of implementing changes and watching them develop--which takes time, in her opinion at least three years. So while the days of staying at one company for your whole career are gone, it also doesn’t mean you should continuously move every 1-2 years.

And when it comes to the debate between being a generalist or a specialist, Kate says, “I always tell people I'm working with, you've got to pick--are you going to be that generalist or are you going to be somebody who goes deep in one thing, whether it's a function like finance and you want to be a CFO and you've always known that, or, is it something horizontal that you're picking, like change? And I don't think there's a right answer, I think the world is going to continue to be hybrid. Because we need both, we need the deep experts and then we need, you know, the people who can kind of be a utility player and pinch-hit. I think it's getting harder to get the big jobs as a utility player that hasn't at least gone deep in certain things and owned the implementation of the changes that they've dreamed up.”

The lessons Covid taught us about leadership
There is no doubt that the pandemic and the past year and a half have changed the way we lead our organizations. Kate shares that one of the big lessons we learned is around crisis management. What we have gone through has reminded us that this is a core capability that every leader needs to have.

Leaders need to be able to handle a crisis with optimism and calm. They have to be able to assure everyone in the organization that they are all in it together and they have to bring comfort to employees through these tough times.

Another thing Kate says that we have learned is the importance of the agility of your portfolio and your go-to-market. “The world just changed overnight. For Microsoft, you know, how do we take our existing technology capabilities, which so many companies were slow to adopt, and make it easier for them to adopt so that they can do years of digital transformation in hours and days, just so they could stay in business. And that was a whole different sort of crisis management, you know, and response that we needed to do.”

It has taught us all to be agile and flexible, we have to be able to pivot at a moment’s notice with the current pace of change and extraordinary circumstances out of our control.

Going through this past year and a half has caused a lot of stress, fear, and exhaustion for leaders and individuals alike. Employee experience and employee wellness should always be top of mind, but it has definitely become even more critical during this time.

What Kate looks for in leaders
When she is looking to promote someone or hire someone into a leadership position Kate says the principles of leadership at Microsoft have been her main guide. The fundamentals of leadership are:

  1. Clarity: A leader is someone who generates clarity so that everyone knows where it is we are headed
  2. Generating energy: Once we know where we are going, leaders need to motivate and excite people to go chase whatever that goal is
  3. Knowing how to deliver success: Leaders have to be able to define success in a way that resonates with every single person on the ground


These are the main qualities she looks for in potential leaders. And you don’t have to be a leader of many to demonstrate these three things.

The difference between senior level leaders and those who just aren’t there yet
If you are an entry-level or mid-level manager looking to work your way up, you may be wondering what it takes to move up. One of the key differences between someone who is ready to lead at a higher level, Kate shares, comes down to how leaders drive change.

As humans, we all tend to pivot towards what makes us comfortable and when an organization goes through a time of change there is something called the frozen middle. Leaders in the mid-level range play a huge role in how the transformation goes. There are two ways leaders address change, and Kate says she can now spot the difference within 3 minutes of a conversation with someone.

When it comes to change there is implementation vs. ownership. One type of person reads about the changes that need to take place and when they meet with their team they attribute accountability to a more senior leader--”Kate wants us to drive culture change so we have to do X, Y, Z to get to that end result”. For this type of person, it’s all about checking off boxes and following instructions. This is implementation and this type of person usually ends up falling back to what is comfortable for them.

Then there is ownership. This person personally takes accountability for the change process. They explain to their team members what it is that we as a company are trying to do, why it’s important, and how they will individually play a role in how the company gets there. They bring passion, clarity, and excitement to their team and they explain why the outcome is so important.

Kate says that is the difference between someone who can run the place and someone who can’t.

Kate’s advice for aspiring and seasoned leaders
For anyone who aspires to be a leader someday, Kate’s advice is to demonstrate it now. Don’t wait until you get promoted, do it now no matter how many people report to you. Create clarity, generate energy, and deliver success. These are the muscles needed to lead, so just like working out, if you want to build those muscles you have to practice, practice, practice.

For seasoned leaders Kate says don’t get comfortable and settled in your ways. There is always more to learn. Listen to podcasts, read books, talk to people--make sure you keep yourself open to grow and develop, no matter what level you are at.

Also, hubris is kryptonite to leadership. Going around thinking you have all the answers and trying to prove yourself right all of the time instead of listening to others will be your downfall. Stay humble, keep learning, and surround yourself with great people of diverse backgrounds. There’s no way one person can know it all.

Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn’t easy to do. In fact, man business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world’s top CEOs define leadership. Click here to get the PDF.

Get the latest insights on Future of Work, Leadership and employee experience. http://futureofworknewsletter.com/

Let's connect on social!

Linkedin: http://www.linkedin.com/in/jacobmorgan8

Instagram: https://instagram.com/jacobmorgan8

Twitter: http://www.twitter.com/jacobm

Facebook: https://www.facebook.com/FuturistJacob


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