“The illiterates of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and learn again,” wrote Alvin Toffler in the 20th century. It’s a more apt statement than ever.
In an age where technology is advancing so fast, it’s hard to imagine that anything we learned in college or at master’s/EMBA 5-10-15 years ago, let alone 20-25 years ago, is still 100% relevant.
You’ll say it’s no big deal, after all, everyone knows that, right? But the question is: what do we do with what we know? How do we keep our minds young, how do we re-educate ourselves so that we behave in a way that is appropriate to our function, to our role in a company? Moreover, how do we prepare ourselves for the demands of the environment in a few years’ time?
People often think that the essence lies in technical, professional knowledge. Of course, this is critical, but it is a given when we reach managerial positions. Technical skills are what is called “the point of parity”, as we recently learned in Corporate Governance courses. Without excellent technical skills we cannot get into a senior role. But the higher up the ladder you go, the more important what is called the ‘point of difference’ becomes.
Consider the following situation: we have two marketing managers, both with similar experience and technical knowledge, results-oriented, but the first has very good communication, collaboration, influencing skills, has a respectful attitude towards others, in short, works well with others, and the second is confrontational, communicates aggressively, disregards others. Who would you choose? The difference lies in the so-called “soft” skills.
It often happens to me in coaching sessions or workshops that I give, but less often in these, it’s true, that I tell people about the ability to manage your own manager. Many people don’t find it necessary to look at things from the manager’s perspective, to understand what the manager’s goals are, what their limitations are, what their needs are. This is a relational intelligence that it is good for people to develop, regardless of generation, hierarchical position, the space in which it manifests itself.
Trends
But beyond this, here are some trends in organisations:
- The shift from “shareholder” to “stakeholder”.
Organisations have already started for some time to declare their focus on stakeholders, not just shareholders. Of course a company is concerned with profit, but it is no longer just about money. New generations are interested in other things too. The concept of ESG is becoming increasingly important globally and is on the agenda of all leaders of organisations. E stands for ‘environment’: the extent to which an organisation is concerned about respecting and preserving the environment. S stands for ‘social’ and refers to the workforce, all affected communities, consumers, customers. G, ‘governance’ refers to the rules by which an organisation is run, principles, values, procedures, policies.
- From the profit-oriented organisation to the meaningful organisation with a mission of positive social impact.
For example, an organisation that is involved in the development of children’s education in Romania will appeal more to the younger generation than one that is not interested in such a cause. Young people want to know that they are working for a company that cares about what is around them, they want to know that they are contributing not just to what may be sterile goals but to something meaningful.
- Caring about the mental and physical health of employees, respecting them.
Beyond declarations, companies must implement measures that take employees into account, educate and support them in taking care of their own health. I am reminded of a slogan I saw on the walls in primary school that I used to overlook: Mens sana in corpore sano. When people are healthy, have a positive stress level that generates creativity, problem solving, then companies benefit. Innovation doesn’t happen when people are continually stressed. And organisations need innovation in the future.
- Using technology for the benefit of companies, people, society.
Many people fear technology. I don’t think we need to be afraid. Technology will help us, but it is essential to know what to ask of it. The algorithms behind AI will give us the best solutions if we know what we are looking for and how to formulate the problems, the assumptions. Therefore, the more educated the individual is, the better they make connections between the information they have, the better they will use the technology.
- Working from home, from the office or from anywhere.
Now, of course, it depends on the industry in which we operate. If the bread maker decides he wants to work from home, I don’t think it will suit those who want to put butter on a fresh slice every day. If the metro driver wants to work hybrid, the food delivery guy is fed up with the traffic, we have a big problem. But there are many situations where it is not necessary to have someone in the office every day.
- 4 day work week.
I’ve read various articles about testing the possibility of rethinking the five-day work week and reducing it to four days. The tests so far seem to be positive, efficiency and effectiveness have not decreased.
- From a clear strategy to the ability to think strategically, to the ability to start again and look for alternative ways when we get it wrong.
It’s about open thinking, creativity, resilience, adaptability. Piece of cake, we might say, especially as we keep hearing, reading about them. It’s not as simple to implement though, so let’s not be seduced by the appearance of simplicity.
- Confidence and autonomy.
Remember the film Modern Times with Charlie Chaplin? If anyone hasn’t seen it, I recommend it. It perfectly illustrates the age of the employee who is expected to do only what he is told, to be as productive as possible, to leave the thinking to others. Those modern times are over, anyone who still behaves like that will quickly be replaced by machines, if it hasn’t already happened.
- From decisions made by a few people to democratising decisions.
The complexity of work will increase, meaning that everyone will have to make decisions to do their job. But this does not mean not communicating with all stakeholders. We operate in relation to others, autonomy is not working in silos.
- Rethink the job description – towards using the strengths of the individual.
I believe in focusing on the qualities of each of us. At the same time, it also matters what we aim to be, what the company needs, what and how we want to be in the medium and long term. If one is by definition an introvert by nature but wants to become a manager, then it is desirable to step out of one’s comfort zone and connect with others, communicate, ask questions, listen, give presentations, “sell ideas”.
- Working with diverse generations.
I’m referring here to the ability to bring into the organizational space, in addition to very young generations, mentors from Generation X or baby boomers. Like the character played by Robert de Niro in the movie The Intern, many people from more experienced generations can be good mentors in the workplace.
- Rethinking how we define and choose leaders.
Because of or because of major changes, depending on where you look, it’s good for leaders to accept that they are incomplete beings: they have strengths and weaknesses, they have thinking and behavioural preferences, they have limitations, vulnerabilities. These issues bring to mind the Japanese custom of repairing cracked precious objects with gold. This is called Kintsugi. The process involves using a mixture of lacquer and gold, silver or platinum, and the philosophy behind it is that these cracks and repairs are part of the object’s history, making it unique, rather than a flaw that should go unnoticed. The idea is to enhance that crack, not hide it. One idea we can reflect on is to borrow from the wisdom of Japanese craftsmen when relating to our own wounds or scars.
Therefore, a large dose of humility becomes increasingly necessary. Leaders need to accept that they too need support, to support their people who complement them.
Skills
Here are some skills needed by leaders in the organisation of the future environment:
- The ability to work cross-functionally with all kinds of people.
Much easier said than done. We all have preferences, we find it easier to communicate with some than others. But developing our networks of as diverse people as possible will be essential. Diversity comes from cultures, industries, concerns, departments, organisational levels and more. People’s character, their values, the principles they live by are more important than gender, age, ethnicity.
- The ability to reinvent oneself.
Probably in the future we will work more years, probably change careers several times. It means continually learning, having the openness to be like a very good actor, one who can play very different roles, who can transform with each film. There is talk in the literature abroad about “The Fractional Executive”. These are highly experienced professionals who offer their expertise to various organisations on a part-time, interim or project basis. The idea is that such ‘fractional CEO/CFO or other roles, bring flexibility and cost efficiencies.
- Collaboration and communication.
This refers to the ability to develop a team’s performance through communication, coaching, creating a culture where others have honest, authentic, constructive conversations without fear or aggression on either side.
Here are a few things I recommend keeping in mind on the road to building the organization for the near future. A trifle, some would say, especially among those who are good with theory, but not so good with practice. And they will be pinched, to quote a character in a Romanian film.”
via: Revista Cariere
