Perhaps you’ve never heard of Make A Difference Day. Started in 1992, the day is one where people perform community service, volunteer, or serve others in various ways.
In the spirit of service, here are some quotes to inspire us all to give back. And, though the official day is October 27th, it’s a great reminder, no matter the date. That’s what servant leadership is all about.
“Each one of us can make a difference. Together we make a change.” –Barbara Mikulski
The professional landscape is transforming, and the only way to maintain competitive advantage is to maximize the unique skills of your workforce. In Humanity Works: Merging Technologies and People for the Workforce of the Future, consultant and futurist Alexandra Levit provides a guide to making the most of the human traits of creativity, judgment, problem solving and interpersonal sensitivity.
If you’ve ever wondered what the ‘robot takeover’ will look like, how talent and machines can work side by side and how you can make organizational structures more agile and innovation focused, you will be interested in Alexandra’s work. I recently spoke with her about her research and observations.
“Enlightened 21st-century leaders will abandon command-and-control to diplomatically govern their organizations.” -Alexandra Levit
You cover some sweeping trends. Would you share a few of the macro themes that are the backdrop of your work?
The book addresses a few essential questions: In a world where robots can do more and more, where does that leave us as humans? How will leaders build integrated human teams that can compete in a business world with constant evolutions and disruptions while remaining productive, marketable and sane? We explore the demographics, technological advances, work structures, organizational priorities, leadership models, individual career paths and human roles coming to fruition in the immediate years to come.
“The speed with which information populates the online world means with one wrong move, your organization’s reputation could be in jeopardy.” -Alexandra Levit
What is the Why Generation? What qualities and traits distinguish it?
The Why Generation is my term for Generations Y and Z, which include basically everyone under 40 today. Collectively, I call them the Why Generation because they want to know the reason behind everything. And this is exactly how we reared them. A lot of older-generation folks in management roles often perceive this as disrespect or insubordination, but it’s actually not. Young people want to know the reason why so that they can fully understand what they are being asked to do, and even more than that, so they can see if there is a way they can improve the process. They want to bring their own unique, special, and important contribution to the success of the plan, whatever it may be. They want to be engaged; they want their work to be relevant and mean something. They are not being rebellious when they ask why; they really want to know. They want purpose, and they will perform to the expectations we set for them (whether high or low). We have to answer the big question they are always asking in one way or another: why?
They place great importance on their personal values, which are often characterized by social and environmental activism. They want to be part of something bigger than themselves, and once they buy into a cause, they’re committed. Every decision they make is influenced to some extent by how it affects their desired lifestyle.
They’ve brought a fresh perspective to the working world. Both the Millennials and Generation Z want their work to be about more than the paycheck. They prioritize a flexible working environment that allows them to work from home and/or work nontraditional hours, and many companies are taking these preferences into consideration. They also want to rethink the ways things have always been done to create new processes to complete the work more efficiently.
They’re also digital natives who have grown up surrounded by technology. It’s their norm to have multiple screens going as they maximize their digital experience. Because they believe they’re unique, special, and important, they are constantly looking for ways to tell their story on the vast array of social media options. They also communicate differently, much more briefly than older folks are used to.
Only 11 per cent of business leaders perceive college graduates to be ready for work, according to a recent Gallup poll.
Here is how this often works in an office environment:
First, the person has a firm agenda that precludes listening. She lays out her points with an intent to control the conversation, but sabotages that desire for control by talking over others. Almost immediately, other people shut her out. They want to reach for the smartphone, grab a cookie—basically do anything that gets them away from her noise. Politicians, CEOs, and even managers sabotage themselves all the time this way. They used their vested power to command attention, but never truly control the conversation.
Contrast that with someone who is spectacular at controlling the conversation.
SpaceX president and COO Gwynne Shotwell comes into interviews with an engaging conversational tone. As she answers questions, she finds ways to work in messages of vision, safety, quality, and so on that inspire a sense of trust in SpaceX technology—it’s easy to find yourself cheering her, and the company, on to greater heights (pun intended). Part of her success in conveying these messages is that she weaves in timelines, expertise of the team, descriptions of specific events, and a sense of location.
“We make our world significant by the courage of our questions and by the depth of our answers.” -Carl Sagan