3 Things to Future-Proof Your Career

Are you thinking for a living?

When demographer Bernard Salt presents, he's always sensemaking for us; making sense of complex data, trends and information, no matter the topic.
 
At a presentation on Jobs in the Knowledge Economy, he said with the rise of machine learning and constant technological developments, we might wonder if knowledge jobs (where you 'think for a living') are under threat or it's an even bigger opportunity waiting to happen.
 
Constant change and daily disruption are familiar themes in the world of work and business today; the big upsides I see are there for the makers, artisans and creators.
 
This is not about hippy art, pastels and macrame. It's about the way we think, design, engage and create things for customers, clients and each other.

It's becoming easier to be a maker today. As Salt says:
 

‘the tools of production
have become democratised’

 
We've got greater access to a host of tools to make, create, shape and inspire change – whether that's in an analogue and/or a digital way.
 
Entrepreneurism too is becoming even more accessible where you can adopt the thinking style of an entrepreneur, even if you're in a job role. I see this as the path for the future.

Being entrepreneurial is no longer the thing you would 'fall back on' if your career path wasn't quite working out. Rather as Cameron Herold explains in his TED talk 'Let's raise kids to be entrepreneurs' (read the transcript) we have an instinctive drive to create, make and share. 
 
In business we need to work smarter to adopt a culture of enterprise – and with it, a culture of failure. Failure is still hot right now in talk, yet I don’t see nearly enough leaders encouraging experimentation, inspiring curiosity or allowing and fostering ingenuity in their teams.
  
Though digital might have brought the 'death of distance', Salt says we humans still crave connection. Our ability to start and maintain interpersonal relationships is still crucial to our future careers. 

So how do you future-proof your career as these changes and disruptions continue?

These three things will do it:

• Fluidity

• Agility

• Mobility

That means we need to be malleable and to 'go with it'.
We need to adapt and respond. Swift-like!
And we need to move... and be willing to be moved. 
 
We need to upskill, reskill and soft skill and to adopt an easy-goingness that makes us approachable. This is a type of affability that keeps you friendly and outgoing... so that people want to work with you.

 

Being social will get you far.  Whether it’s social face-to-face, online, remotely or however else you can connect, engage and be human with other humans... do that. 
 
Fluidity. Agility. Mobility. And while you're at it, upskill, reskill, softskill.

Affability will take you well into the future of work.
 

The Competitive Advantage of Seeing What Others Don't

What does the view look like from where you are right now?

Jim Haudan in 'The Art of Engagement: Bridging the Gap between People and Possibilities' explains how people across an organisation 'fly' at different levels. He suggests 1000ft, 15000ft and 35000ft. 

Because we're flying at different altitudes, we have different views and perspectives.You'd know it from being in an aircraft:

• On the ground: you can see the airport and the tarmac as you're taxiing to the runway;
• Up in the air: up to a few thousand feet up there, you can make out towns and cities, roads and patchwork quilts of fields and farms; and
• Cruising Altitude: way up there, at 35,000 feet you're getting the big picture and a broad perspective stretching way over the horizon.

Just above here is a visual I use with teams to get them thinking about these different levels. You can write your thoughts in the clouds!

Relax and enjoy the flight; these levels are normal, natural and a part of everyday. But sheeesh it's hard when you're trying to bring people together to align to a strategy, implement a change or adopt some new ways of doing things!

We're so biased to see things that reinforce our beliefs that we need to take some deliberate action to see things in another way... in a way that other people may not see. 

Gary Klein in 'Seeing What Others Don't: The remarkable ways we gain insights' suggests:

"our insights stem from the force for noticing connections, coincidences, and curiosities"

So think about where you're seeing things from, and are you allowing enough connections, coincidences and curiosities in? Ask yourself:

• How does the view change if you climb up, up up?

• What's different if you zoom down and get a closer view?

• How do things look from where you are if you're 'on the ground'?

• What perspective, view or angle are you missing out on from where you are now?

• What do you need to do so you have a broader (or narrower) view?

• What might you have missed?

Klein says further: 
 

"people who can pick up on trends, spot patterns, wonder about irregularities, and notice coincidences are an important resource."

Seeing things, connecting the dots and making sense: this is the true competitive advantage of being able to see what others don't ...and I reckon that's a must-have skill for the uncertain future of work. 

How to deal with all that complexity and uncertainty

With the world all VUCA (volatile, uncertain, complex and ambiguous) things can get pretty scary for our teams, clients, competitors, customers… and ourselves.
 
Perception is...
I heard a comedian say ‘perception is nine tenths of the law’; a take on the adage that possession was nine tenths of the law.

But that's how we make our representation of the world... our perceptions. We need a map, a visual sense or a way of connecting some dots to understand what's happening. It gives us something to hold on to and helps reduce fear about unknowns.
 
So where the **** are we?
Author and Director of MIT’s Leadership Centre, Deborah Ancona shares the story of some soldiers lost in the Swiss Alps. Not knowing where they were, things got even more uncertain when it began snowing. Visibility dropped, landmarks were unknown. But later, one of the soldiers found a map in their pocket. Hooray! They worked their way through the map and found themselves out of the snow and clear to safety.
 
It turns out the map was of the Pyrenees, not the Alps! It shows that, as sensemaking elder Karl Weick says, 'any old map will do'. The soldiers had purpose, focus and they were heading somewhere. The map was just a start.
 
Ask these:
So two questions to ask to deal with uncertainty and complexity are:

• What’s going on here?
• Now what should I do?

 These questions help us make meaning about things. You’re more able to pick up on cues and clusters of information when you’re looking to connect some dots Wondering what's going on and what you should do will help.

Map it out
The best way to look at what the story is and what’s going on is to map it out. Do this for yourself on a piece of paper, on a tablet or a whiteboard and most of all... for the people you're working with.
 
This is 'making sense' and it often starts with chaos. Phew! That’s a relief, because we need sense making most when things are a tad crazy. Like VUCA crazy.
 
Sense comes after action
Don’t just sit and wonder or be all talk. Making sense is about action. Think, map and act and then think and map some more.
 
In sense making we are constantly iterating, changing, building, developing, growing and shifting our understanding. Things can’t help but be shaped and shifted when we talk about them.
 
In a VUCA world, things will never be totally ‘right’ or ‘all right’. There will always be more change. Get used to that and keep making sense by mapping it out.

Do you know what the future of work will look like?

Can you imagine the effects of teaching computers to understand? It's happening now... not just thinking computers but understanding computers. 
 

What will that mean for the future of our work?

At the REMIX Summit in Sydney recently, the focus was on the future and the intersection of technology, culture and entrepreneurship. There will be more freelancing - so how do you hold a culture together in that type of environment?

We'll need to be stronger leaders. 

Fast, small technology is proving to be both an enabler and a disruptor. Look at that 'smart' phone you've got there and what its capable of. 

 

Despite us not being able to exactly predict human behaviour, we've got to remember that work is about us... it's about people... humans.

A great deal of our work is knowledge work and knowledge knows no borders. In the future, you'll see your career as a lattice... not a ladder. Careers, opportunities, jobs, roles and pathways will criss cross and complement; they won't be straight up and down.

Workplaces will need to be more attractive experiences that bring people together, evolving into vibrant 24/7 precincts that aren't just about work. 

Pass me my bathrobe please!

 

One of the Remix Summit speakers suggested the 'hotel experience' would come to workplaces, where we feel welcome at work, where we are less of an employee and more of a guest. 

 

What does the future of work mean for leaders leading in these environments that are uncertain, changing and complex? 

Leaders will need to be sense makers... everyday.

At the heart of it, leaders will need to make quicker and clearer sense of things, for themselves, the people they lead and for others they interact with. They'll need to engage across even more diverse interests and cultures and they'll need to be aligning and realigning their teams to the strategic shifts that become constant and frequent. 

For some more detailed reading pleasure, CEDA the Committee for Economic Development here in Australia released their Australia's Future Workforce Report today and you can get hold of it here. 

How will you keep adapting for the future of work? How will you keep the team connected, the culture thriving, the workplace adapting and the competition afraid of your bold responses?

In a quote from the Remix Summit:

The work of the future will be at the edges of what we know.

Keep looking, learning and pushing the edges of your work. You're gonna need it for the future.