It’s all about listening.
Read it here. And let me know what you think.
They want machines to replace you as soon as possible.
“Few American executives will admit wanting to get rid of human workers, a taboo in today’s age of inequality. So they’ve come up with a long list of buzzwords and euphemisms to disguise their intent:
Workers aren’t being replaced by machines, they’re being “released” from onerous, repetitive tasks.
Companies aren’t laying off workers, they’re “undergoing digital transformation.”
A 2017 survey by Deloitte found that 53 percent of companies had already started to use machines to perform tasks previously done by humans. The figure is expected to climb to 72 percent by next year”.
There are 120,000 excess deaths per year attributed to ten workplace conditions and they cause approximately $190 billion in incremental health care costs. That makes the workplace the fifth leading cause of death in the U.S. — higher than Alzheimer’s, higher than kidney disease.
- Being unemployed sometimes as a result of a layoff.
- Not having health insurance.
- Working shifts and also working longer periods, e.g., ten or twelve-hours shifts.
- Working long hours in a week (e.g., more than 40 hours per week).
- Job insecurity (resulting from colleagues being laid off or fired).
- Facing family-to-work and work-to-family spillover or conflict.
- Having relatively low control over one’s job e.g., workload.
- Facing high work demands such as pressure to increase productivity and to work quickly.
- Being in a work environment that offers low levels of social support (e.g., not having close relationships with co-workers.
- Working in a setting in which job- and employment-related decisions seem unfair.
Both articles report the findings published by Jeffrey Pfeffer in Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It.
I have not read the book yet, but I definitely will.
A meta-analysis of the existing research on flexibility identified the fundamental components:
- Where we work,
- When we work, and
- How predetermined our schedule is.
These component parts lead to six distinct types of flexibility:
- Remote: “Work from anywhere” – Remote employees keep standard office hours but are location independent. Their office is wherever they are.
- DeskPlus: “Partially office-based” – DeskPlus employees keep standard office hours and are partially location independent.
- TravelLite: “Minimal travel requirements” – TravelLite employees have minimal to no travel, with a maximum limit of 10% travel annually.
- TimeShift: “Standardly unconventional hours” – TimeShift employees reorder their working hours to create a set but unconventional schedule (outside of 9-5 conventions) that optimizes their productivity and performance.
- MicroAgility: “Freedom to adapt” – MicroAgility employees have the autonomy to step away from their work 1-3 hours at a time to accommodate the unexpected.
- PartTime: “Reduced workload” – PartTime employees serve in senior-level roles; they have the experience and skills to meet the company objectives on a reduced hours schedule.
… any more than finding a recipe will make you a great cook.
Bill Bennett reflects on the writings of Alfred North Whitehead on learning. He ends up dismissing the pursuit of “best practices” as secrets to success in favor of a culture of discovery:
- Design your organization so that it develops new capabilities;
- Make it your job, as a leader, to help your organization be better at learning;
- Structure your organization so that your people must engage with important, unsolved problems.
- Establish routines that allow for failure and reward those who try to discover;
- Build a culture that values discovering over knowing, becoming over being;
- Lead by design.
And don’t forget the secret: There is no secret1
Millennials want the same things from their employers that Generation X and Baby Boomers do:
- Challenging, meaningful work;
- Opportunities for learning, development and advancement;
- Support to successfully integrate work and personal life;
- Fair treatment and
- Competitive compensation.
And all three generations agree on the characteristics of an ideal leader: a person who
- Leads by example, is accessible,
- Acts as a coach and mentor,
- Helps employees see how their roles contribute to the organization, and
- Challenges others and holds them accountable.
Full article here.
Friday 4 January 2019 is “Fat Cat” Friday. In just three working days, the UK’s top bosses make more than a typical full-time worker will earn in the entire year, according to calculations from independent think tank the High Pay Centre and the CIPD, the professional body for HR and people development.
The average (median) full-time worker in the UK earns a gross annual salary of £29,574. “Fat Cat” Friday recognises that in 2019 the average FTSE 100 CEO, on an average (median) pay packet of £3.9 million, only needs to work until 1pm on Friday 4 January 2019 to earn the same amount. The £3.9 million figure was calculated by the CIPD and the High Pay Centre in their 2018 analysis of top pay and it marks an 11% increase on the £3.5 million figure reported in their 2017 analysis. The pay increase means that FTSE 100 CEOs, working an average 12-hour day, will only need to work for 29 hours in 2019 to earn the average worker’s annual salary, two hours fewer than in 2018.
The CIPD and High Pay Centre are highlighting the problem of rising executive pay in a new report launched today. The report, RemCo reform: Governing successful organisations that benefit everyone, identifies the shortcomings of the remuneration committees (RemCos) charged with setting executive pay and calls for them to be significantly reformed. In particular, it highlights:
- the myth of ‘super talent’ as a factor that continues to drive excessive pay with one remuneration committee chair commenting: “It’s nuts… and nuts has become the benchmark”.
- how there needs to be much greater diversity among those responsible for setting CEO pay, both in terms of their ethnicity and gender, for example, but also their professional backgrounds and expertise in order to combat ‘group think’.
- how current pay mechanisms contribute to the problem of high pay. In response, the CIPD and High Pay Centre recommend replacing long-term incentive plans (LTIP’s) as the default model for executive remuneration with a less complex system based on a basic salary and a much smaller restricted share award. This would simplify the process of setting executive pay and ensure that pay is more closely aligned to executive performance.
The CIPD and High Pay Centre are calling for RemCos to ensure that CEO pay is aligned more appropriately to rewards across the wider workforce and that their contribution is measured on both financial and non-financial measures of performance.
Whole story here.
Carmine Gallo in HBR:
According to molecular biologist John Medina of the University of Washington School of Medicine, the human brain craves meaning before details. When a listener doesn’t understand the overarching idea being presented in a pitch, they have a hard time digesting the information. A logline will help you paint the big picture for your audience.
In Hollywood cinema, one of the greatest loglines of all time belongs to the iconic thriller that kept kids out of the ocean during the summer of 1975:
A police chief, with a phobia for open water, battles a gigantic shark with an appetite for swimmers and boat captains, in spite of a greedy town council who demands that the beach stay open.
What makes it work?
The logline for Jaws identifies the key elements of the story: the hero, his weakness, his conflict, and the hurdles he must overcome — all in one sentence. It depicts the overarching storyline in an interesting, straightforward way, rather than focusing on details that might seem meaningless without the context of the bigger picture.
Manfred Kets de Vries in HBR:
- The strategist: leadership as a game of chess. These people are good at dealing with developments in the organization’s environment. They provide vision, strategic direction and outside-the-box thinking to create new organizational forms and generate future growth.
- The change-catalyst: leadership as a turnaround activity. These executives love messy situations. They are masters at re-engineering and creating new organizational ”blueprints.”
- The transactor: leadership as deal making. These executives are great dealmakers. Skilled at identifying and tackling new opportunities, they thrive on negotiations.
- The builder: leadership as an entrepreneurial activity. These executives dream of creating something and have the talent and determination to make their dream come true.
- The innovator: leadership as creative idea generation. These people are focused on the new. They possess a great capacity to solve extremely difficult problems.
- The processor: leadership as an exercise in efficiency. These executives like organizations to be smoothly running, well-oiled machines. They are very effective at setting up the structures and systems needed to support an organization’s objectives.
- The coach: leadership as a form of people development. These executives know how to get the best out of people, thus creating high performance cultures.
- The communicator: leadership as stage management. These executives are great influencers, and have a considerable impact on their surroundings.