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The Future of Work: Will You Be Ready? Presented by: Debi Hirshlag Strategic HR Advisor Workday Excerpts used with permission from: Bob Johansen Distinguished.

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Presentation on theme: "The Future of Work: Will You Be Ready? Presented by: Debi Hirshlag Strategic HR Advisor Workday Excerpts used with permission from: Bob Johansen Distinguished."— Presentation transcript:

1 The Future of Work: Will You Be Ready? Presented by: Debi Hirshlag Strategic HR Advisor Workday Excerpts used with permission from: Bob Johansen Distinguished Fellow Institute for the Future ^ and your leaders

2 2

3 Cloud Computing 3

4 Digital Natives 4

5 Gamification

6 Changing Employment Arrangements

7 Crowdsourcing

8 Changing Global Demographics 2.1% 1.1% Population Growth – up 13% up 52% Age 52% 60% Urban Rural 10 54% % GDP 10,000 per day ( ) 14% 86% 1960 now now

9 And that is all known or happening already…

10 Institute for the Future

11 The next decade will be the most turbulent of any -Institute for the Future Need leaders who can cope and thrive

12 Volatile Uncertain Complex Ambiguous Vision Understanding Clarity Agility Leading in a VUCA World

13 10 Future Leadership Skills 13

14  Ability to exploit your inner drive to build and grow things, as well as connect with others in doing it  Not just how things work but an urge to make things work better  Approach leadership with the commitment of a job but the playful energy of a hobby  Nurture others to be “makers” 1

15  Ability to see through messes and contradictions -- to a future that others cannot yet see  Clarity about vision but flexibility about the route to it 2

16  Ability to turn dilemmas -- which, unlike problems, cannot be (fully) solved -- into advantages and opportunities  Balance between judging too soon and deciding too late 3

17

18  Ability to immerse oneself in unfamiliar environments and learn from them in a first-hand way  Ability to filter out extraneous information and see emerging patterns  Open-mindedness 4

19 Reverse Mentoring

20  Ability to see things from nature’s point of view  To understand, respect and learn from nature’s patterns  To consider “the big picture” rather than just the components 5

21  Ability to calm tense situations where differences dominate and communication has broken down  Listening to and learning from those different than we are  Bringing people from divergent cultures toward constructive engagement  Creating assurance and clarity 6

22  Ability to be open and authentic about what matters to you – without it being about you  Give up some control  Cannot be transparent if not trusted  Human and humble, but great strength  Vulnerable yet self-confident 7

23  Ability to create quick, early versions of innovations, with the expectation that later success will require early failures  Try, learn, try again  Real experience and feedback over planning  Learning emphasis “Success is the ability to go from failure to failure with no loss of enthusiasm.” - Winston Churchill 8

24  Ability to exploit your inner drive to build and grow things, as well as connect with others in the making  Ability to create, engage with and nurture purposeful business or social change networks through intelligent use of electronic and other media  Self or with/through others 9

25  Ability to seed, nurture and grow shared assets that can benefit all – and allow competition at a higher level  Create places and situations within which collaboration and mutual success can occur; we’re all stronger when connected  Give things away in thoughtful ways where you will get even more back over a designated time 10

26 Leadership Skill Your Skill Level Importance Maker Instinct Sees his/her inner drive to build and grow things, while connecting with others Clarity Sees through messes/contradictions to yet unknown future; clear about “what” but flexible about “how” Dilemma Flipping Turns unsolvable dilemmas into advantages and opportunities Immersive Learning Ability Can immerse in unfamiliar environments and learn from them in a first-person way Bio-Empathy Sees things from nature’s point of view Constructive Depolarizing Calms tense situations where differences dominate, to bring about positive engagement Quiet Transparency Open and authentic about what matters, without self promoting Rapid Prototyping Ability to create quick, early versions of innovations – so early failures can lead to future successes Smart Mob Organizing Can create, engage with and nurture purposeful business networks, using varied communication methods Commons Creating Nurtures and grows shared assets that can benefit all players – allowing competition at a higher level 26

27 Rating Scale Your Skill LevelImportance 4Role Model4I/We Fail Without It 3Pretty Proficient3Will Make a Difference 2On My Way2Need at Least Some 1Long Way to Go1No Need

28 INTERESTING… I’VE ONLY GOT 10 YEARS How do I start to improve myself now?

29 Hang out with “makers” Do a craft project Take up a new hobby Take something apart Diagram processes (and then make them better)

30 Think about success (and “less success”) when communicating – what was different? Get feedback Articulate your own or your organization’s mission in one sentence Read about successful leaders Practice “plain speak” Practice giving “what” but not “how” when assigning work

31 Practice spotting problems versus dilemmas Practice not rushing to solutions Watch the news – dilemmas are everywhere Think about seemingly “no win” situations you’ve faced – what could you have done differently?

32 Try things that make you uncomfortable Start a new hobby Take an adventurous vacation Play video games (preferably with a digital native mentor) Participate in simulations Mentor or by mentored by someone different than you

33 Spend time outdoors Reacquaint yourself with basic biology/ecology Watch the ‘Dog Whisper’ Learn how nature/weather is affecting the world Be conscious of interconnections

34 Develop cross-cultural savvy Spend time with people different than you Travel Offer to facilitate disagreements Read the latest thinking on conflict and anger management

35 Get (honest) feedback on your level of integrity and transparency in communicating Think about your level of need for recognition Think about who you consider humble and why (and the reverse) Before delivering a message – what else can be shared? What else would you want to know?

36 Do things you don’t understand or aren’t good at Look back at failures – what could you have learned from them? Practice rapid problem solving Learn from designers and developers Read current literature on innovation techniques Cook without a recipe

37 Use groups to solve problems Improve your professional network (and use it) Avoid “not invented here” thinking Practice using different communication media Join a committee

38 Give away information or ideas (personally) Consider how your organization can thoughtfully “give to get” Think about where problems are being solved individually – might a “commons” approach be more effective?

39 Leaders Make the Future 39 University Phone: nd Floor Fax: Palo Alto, CA 94301

40 Debi Hirshlag


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