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 . . . it’s just hard to imagine weathering an event like
A few years ago I wrote a blog called “If you think you’ve ‘arrived’ you’re in trouble!”, warning people of the importance of continually reinventing yourself. My point in that blog was that I often see people work very hard their entire careers, and then reach what they see as the pinnacle of success. But, that is the moment at which they stop pushing themselves, stop learning, and just enjoy the view instead of creating something new up there. That’s
As we discussed in an earlier post on Millennial recruiting, 85% of Millennials in the US said they wanted their company to provide CSR opportunities for them, and 64% said they will not work for a company that doesn’t, according to this study. Companies are quickly shifting how they invest in CSR as a necessary part of business. That’s driven by Millennial prioritisation of employee and consumer decision-making. But it might be Gen X who make CSR relevant to the business model, financially, and not just ideologically. They have the track record, and moment-in-time advantages
Today, the Gen X executive in the digital era faces a lot of challenges, many of which were literally unimaginable when they entered the workforce in the early 1990s. The pressure to manage the ever-expanding suite of social media platforms can itself be overwhelming. But, as daunting as it is, I reassure many who I coach by offering the following perspective. In 1991, I went to Budapest to teach MBA students, senior managers and executive leaders at the first Western business school in what was then Eastern Europe. I worked with leaders from many different countries. The Cold
Second in a two-part series. This is the second of two posts about how to use 360-degree feedback. Last time we discussed why this method of assessing performance is problematic. This time: better ways of using 360-degree feedback effectively in individual business relationships.
Everyone has been at a music concert, or listening to a lecture, when someone steps up to the microphone and instead of a human voice there’s nothing but that horrible screeching sound that tries to pluck your eardrums out of
First in a two-part series. This is the first of two posts about 360-degree feedback in performance evaluations. This week we discuss why this method of assessing performance is problematic. Next time: better ways to use this feedback to improve individual business relationships.
Someone asked me recently about performance evaluations, specifically, whether 360-degree feedback in performance evaluations was useful. The argument in favour of them is that by getting a feedback from not only your manager, but also your direct reports, internal clients, external clients, peers and . . . whomever else you can
If you were born between roughly 1965 and 1980, then you have a lot of great skill sets, but some have become rarely needed (reading a map) to rarely used (reading cursive) to downright quaint (writing cursive). What’s not debatable is that certain skills Gen X employees need are paramount to remaining competitive. As of 2018, Xers were expected to be 60% of the workforce. But you don’t want to just be in the game, you want to be at the top of it.
Here are skills Gen X employees need:
Leverage: inter-generational collaboration. In one study, Gen X employees scored highest