This is a monthly newsletter feature:? a? collection of recent stories and news articles that have appeared elsewhere; this is our way of helping you stay on top of developments in the worlds of technology, workplace and facilities design, the workforce, and work design - any and all of which will likely affect the future of work, often in ways we can't begin to imagine.
How Leaders Kill Meaning at Work
This article, from McKinsey Quarterly, describes how many organizational leaders engage in four specific destructive behaviors that kill their subordinates? creativity, productivity, and commitment to helping their employers succeed.
Authors Teresa Amabile and Steven Kramer are convinced that the single most important thing that leaders and managers can do to foster employee engagement is to create opportunities for meaningful work?to help employees understand how their personal activities can make a difference for customers, for the company, and for society at large.
It?s an important concept, and the article is a good summary of the authors? research.
How to Stay Ahead of Tomorrow?s Job Market
This article, by Ashley Milne-Tyte, appears in the April 2012 issue of Phoenix Focus, the alumni magazine of Phoenix University. However, it is freely available online.
It is a very insightful look at how the job market is changing, including the growing interest of college graduates in self-employment and startup firms, as opposed to large, well-established businesses.
Even more importantly, Milne-Tyte highlights the skills that are critical to success in the future, making the point that the best way to survive a highly uncertain future is to view your career as if it were a ?business of one.? In other words, even if someone else is paying you a salary, think of yourself as an entrepreneur and develop a career strategy that is as well-thought out as any business strategy.
Learning on the Move
This free online report from the Aberdeen Group highlights the power of mobile devices to enable and enhance learning on the job, and on the move. It?s particularly useful in light of how important on-the-go skill development has become.
The report focuses on the three most important aspects of human capital development that support business strategy: talent acquisition/retention; learning and career development; and employee performance management. It also reinforces the idea that social media, and the ability to stay in touch with remote/mobile colleagues, is an important component of organizational effectiveness.
This is Generation Flux: Meet the Pioneers of the New (and Chaotic) Frontiers of Business
This article, from the January issue of Fast Company, is one of the most compelling and fascinating reports about the future of business, and of leadership, that I?ve come across in many several years.
If you haven?t read it yet, stop everything else and read it right now. And if you have seen it, go back and reread it. It?s a marvelous first-person story of several young ?rebels,? mavericks, and successful entrepreneurs who are succeeding by ?going with the flow??or perhaps by anticipating, and even causing, the chaos that drives so many of us crazy with frustration. I?m struck by the skills that these successful young leaders have mastered, but I?m also wondering how long they (and the rest of us) can keep it up.
How to put your money where your strategy is
This is the second piece of research from McKinsey we have cited this month. This one is particularly relevant to the Feature Article, ?Is ?Operational Strategy? an Oxymoron??
McKinsey researchers have shown clearly how a careful annual re-allocation of capital and talent investments can improve a global corporation?s performance. Most companies allocate capital, talent, and research expenditures consistently across their business units from year to year. But organizations that continually evaluate business unit performance and allocate resources based on current market opportunities outperform their peers by as much as 40%.
Once again, successful leaders avoid the easy way out; they actually think about what they do and pay attention to both history and future possibilities. It seems like common sense, but as a former McKinsey CEO said many years ago, ?Common sense is the least common thing in the world.?
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