The last time I blogged, I introduced you to “The 100 Year Life” a fantastic book, introducing a brave new world of longevity. Its theme being, that today’s youth can expect to live beyond 100 years of age – the key word there being expect – which in turn means our current three stage model of education, work, retire, is outdated.
The aim of my last missive was to ask how this impacts on our current leaders and what they need to do in order to flex their style and fit this new world order, focusing on an increase in empathy, the introduction of “strategic altruism” and the application of “beginners mind” to their thinking – if you missed it here’s a link.
But what about those who find themselves at the beginning of this journey? Can you imagine being an 18 year old faced with the prospect of living for another 80+ years? How do you even begin to think about planning to prepare for that?
One of the greatest things about working in learning is the boundless
curiosity of those around you; unfortunately it can also be one of the worst
things about our profession too. We are, far too often, enamoured with the
latest shiny thing and, as such, open to the accusation that we’re “fluffy”
rather than commercial.
Yet our role in business is simple: to make it better. Our
job is to improve the quality of our people and make the organisation better at
what it does. As Sergei would say “simples”…
In Biblical terms, the four horsemen of the Apocalypse were Pestilence, Famine, War and Death. An American psychologist, Dr John Gottman, who researches divorce and its causation, identifies four new horse riders that he names Criticism, Defensiveness, Contempt and Stonewalling. The adverse impact of these behaviours apply in organisational leadership just as much as marital relationships.
It is the day of the 10th anniversary of the WOW! Awards gala at the Tower of London. I thought it would salve my anger to write about the train “service” my local train operating company, Greater Anglia, “provides”. As a corporate entity it has about as much chance of winning an award as a chocolate remaining in a solid state in a furnace.
Today also saw the annual announcement of the increase in rail fares, 3.1% in January 2019.
Martin says every coach should believe in the potential of their coachees. I worked with him on the Coaching Master Class programme in Maersk Line PRN Qingdao North China in 2012 where he was head of HR. ‘Coaching for Potential’ is one of the workshops I run as part of this programme. Martin worked very hard at the time to create a culture of constructive feedback and coaching among his peers in the management team. In this article Martin draws on his professional experience to help us see why it is so important for a coach to believe in the potential of people.
There are a great many awards schemes that businesses and organisations can enter nowadays. But which ones are worth winning? My experience as a judge highlights two schemes that are genuine and represent a true accolade of excellence.
What does success in these awards say about the organisation, its leadership and the team and/or individual who has won? And what should critics of business and our public sector organisations take heed of?
It is very interesting to read recent posts from Frank Clayton and Charlie Walker-Wise about millennials’ attitudes and values. Their remarks make valuable contributions to the rolling discussion about this demographic, which seems to me to be often unfairly slighted for being work-shy, recalcitrant and pessimistic.
So much written about Millennials suggests that they are turned off by the way generations before them have done things. As someone engaged in professional learning this interests me.
Millennials, it would seem, are more civic and community minded than their predecessors. Lacking the financial security from which their parents have benefitted they are not as interested in a career path as generations before them. Instead, meaningful work, creative outlets and immediate, interactive feedback mean a lot. One only needs to look at a random selection of start-ups to see this behaviour in evidence.
What does this mean for those of us now who work in more traditional institutions, based on and run by baby boomers or Gen X-ers? It’s an important question because bigger and slower moving organisations still need to employ, engage and retain millennials.
It is somewhat disquieting to read that the “Peter principle”, see https://en.wikipedia.org/wiki/Peter_principle, continues to thrive in UK business. Our poor productivity performance arises because too many people gain promotion into managerial roles beyond their level of natural competence. However, in the firm featured in the FT article performance is improving.
It strikes me, however, that simply hanging up figures of Superman (is this unconscious bias by the firm’s leaders?), and doling out pork pies are rather superficial practices. The only likely outcome of this epicurean approach is hardened arteries.