In a two-part series, I want to explore how people’s definition of, and approach to, work is changing. For some, it’s about reconsidering how they work (discussed here). For others, it’s about what they choose to do as work (discussed next time).
There’s not going to be another year like 2020 in our lifetimes, I predict. Or maybe I just hope desperately. The impact to the world economy, the ongoing widespread health crises, the upheaval of our personal routines and definitions of normalcy . .
Earlier this month, the world watched an unprecedented attack on the Capitol in Washington, DC. Many – but not all – lay responsibility at the feet of President Trump. Some say it was due to the speech he made shortly before the attack; others say it was also due to tweets he made leading up to it. Twitter has been the president’s preferred way of communicating directly to the public, and he has tweeted thousands of times during his presidency to his more than 80 million followers. But less than a day after the January 6th attack, Twitter
I recently announced that I have just finished a thirteen-year stint at Cisco. I’m moving on to start my own consultancy (which you’ll hear about in coming months), but the key point right now is that I already have some strong ideas about what I want to do next and I’m finalising how I want to get there. The reason that’s important is that by the time I actually left the office and had a lot of free time, I wasn’t overwhelmed by it. I know that sounds odd – who wouldn’t want to suddenly have a
Why do we have leaders? The answer is all in the name, right? We can’t get to where we’re going, if it’s more than one of us, without someone to lead us there. We need someone to make the tough decisions, or plan the strategy, or communicate on behalf of everyone else. Ok, yes, to all of that. But that’s what everyone else gets – the followers, if you will. What does a leader get out of being the leader? How do teams benefit leaders? The obvious answers are power, or accolades or whatever. That’s probably true –
Hiring in 2020 is down. That is hardly a headline in the midst of a pandemic that has impacted millions of people around the world and nearly every country on earth. But, companies do have to find ways to keep operating, and they’ll need to be able to do so in an environment that looks a lot more like 2020 and a lot less like. . .ever before. Let’s not call it post-coronavirus; let’s say post-coronavirus reaction. What do companies need as they hire with an expectation that where we are now is the scenario for at least
Chief technology officers and heads of people development & management will be front and center in 2021. The future of the workplace is a digital workplace. However, as much as we thought we had technologically advanced in the last couple of decades, 2020 has completely changed the landscape. One Deloitte study articulated that one of the toughest balances facing companies getting ready for 2021 is “the tension between preparing for a return to previous activities and routines — getting back to work— while also embracing a new reality — rethinking work.” CTOs will play
Around the world, 2020 is going to be remembered as extraordinarily difficult. The coronavirus pandemic has passed the six-month mark, and impacted millions around the world. Sadly, it’s not only not over, it’s very possibly going to have another wave this autumn. With a vaccine months away, at best, we have to learn to live with COVID-19 as a new way of life, not an event to get past. In our work lives, that affects a lot of how we do things. Managing people during coronavirus, for example, is now largely done remotely. And we need to do
One issue for companies is that companies are made up of people. Seriously – we sometimes speak breathlessly about what a company does as if it is a living breathing thing, be it monster or miracle, making choices independent of any human force. Organisations are not progressive or traditional or inclusive or not; the people who work in them make decisions that support – intentionally or not — a corporate culture and develop a reputation. That said, there are both individual acts and collective choices that happen inside of companies that are different from individual private acts. When
In the two months since the death of George Floyd, the Black Lives Matter movement has swept across America, and frankly, much of the globe. The conversations and the actions that have followed in the wake of Floyd’s death touch almost every element of daily life. Some are more momentous, such as the toppling of Edward Colston into the sea, others more nuanced in personal and professional circles. Many corporations are trying to take active measures to improve how they are recruiting diverse employees. But old patterns can be hard to change, even despite the best efforts.
While many companies are suffering difficult financial circumstances during the pandemic, there are of course, still organisations recruiting, interviewing and hiring. And while interviews by videoconference are hardly new, for many an entirely virtual process is not the typical process. So how do you adjust interviewing during coronavirus? How do you maintain standards to ensure quality candidates, but accommodate the realities of social distancing?