Resources: Blog Post
Times, They Are a-Changin’
It’s been an interesting week of discussion with an array of ideas on the future of work. David Creelman is a good friend of SCNetwork and in his new book — with co-authors John Boudreau and Ravin Jesuthasan — he focuses on the evolution of employment and its far-reaching implications. Entitled “Lead the Work: Navigating a World beyond Employment,” David will be sharing his thoughts and ideas with some of our CHRO peer groups in the coming days.
What are the implications of a workforce that continues to move away from traditional employment as we know it? How far-fetched is the idea of managing work, as opposed to employees, or using talent agents to identify the most skilled external expertise to get work done?
Todd Hirsch, chief economist of ATB Financial, builds on the theme of dis-assembling work into its basic elements and outsourcing those component parts using external expertise with a view to maximizing speed, cost and quality of completion. He writes, “the future of work is evolving into a series of tasks or activities that we do in exchange for something else.”
However, it may not be for cash, and for millennials, this could be for transportation, or shared accommodation. He calls this the “Gig Economy” where workers would string together a series of tasks, or “gigs.” This will demand news skills and constant adaptation to changing working situations. The old adage, “you eat what you kill,” springs to mind.
Frederic Laloux introduced me to an organizational evolution in his article, ”The Future of Management is Teal.” Using “developmental theory,” one basic concept is that human societies, like individuals, don’t grow in linear fashion, but rather, in stages of increasing maturity, consciousness, and complexity. Ken Wilber was the first to colour-code these stages, dating back to the Renaissance period (red). At the risk of huge simplification, Laloux suggests that leaders, in increasing numbers, are demonstrating more mindfulness and taming the needs and impulses of their egos. He says that these leaders, “develop an ethic of mutual trust and assumed abundance. They ground their decision-making in an inner measure of integrity. They are ready for the next organizational paradigm. Its colour is teal.”
As we face rapid change, one of the essential attributes of a successful leader is resilience. Elizabeth Edwards is quoted as saying, “resilience is accepting your new reality, even if it’s less good than the one you had before. You can fight it, you can do nothing but scream about what you’ve lost, or you can accept that and try to put together something that’s good.”
Whatever challenges HR faces, however radically different our world can become, we shall need to be resilient.
Can we learn to be resilient? We think so. That’s why on Wednesday August 19th at the National Club, or via webcast, our next SCNetwork event will present practical, proven tools for building resiliency that are invaluable for employees, leaders, and customers alike.
How do you remain resilient in the tough situations?
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Ian Hendry is the president of the Strategic Capability Network. In his Morning Musings, he provides insight on issues facing today’s business leaders and looks at subject matter related to upcoming SCNetwork events. He is also VP HR & Administration at Interac Assocation.
Filed under: change management, morning musing Tagged: morning musing