{"id":1936,"date":"2022-09-08T11:00:08","date_gmt":"2022-09-08T11:00:08","guid":{"rendered":"https:\/\/meintasispartners.com\/?p=1936"},"modified":"2022-09-08T11:29:25","modified_gmt":"2022-09-08T11:29:25","slug":"why-the-future-of-organizations-is-human-and-what-to-do-about-it","status":"publish","type":"post","link":"https:\/\/meintasispartners.com\/index.php\/2022\/09\/08\/why-the-future-of-organizations-is-human-and-what-to-do-about-it\/","title":{"rendered":"Why the future of organizations is \u2018human\u2019 and what to do about it"},"content":{"rendered":"\t\t
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Can you feel that something is really changing? In you? In people around you? In your community? In your organization?<\/h5>

I wanted to write you a quick note to reflect on what we are experiencing, anticipate the dynamic\u00a0ahead, and think how to \u2018find our best\u2019 in this change.<\/p>

The COVID is a big accelerator of megatrends that have been with us for some time, but now\u00a0everything unfolds very fast and we need to urgently rethink work, organizations and leadership.<\/p>

So, what is \u2018next\u2019 for organizations, and how to create a better future at work?\u00a0What are the lessons we are learning?\u00a0I believe that the future of organizational evolution will be \u2018human\u2019. Here is why:<\/p>

Purposeful leadership<\/strong><\/h4>

First, the overwhelming effects of the covid-19 crisis remind us of leadership\u2019s most fundamental
element: making a positive difference in people\u2019s lives.<\/p>

We are reminded, that a good leader is first and foremost a good human being.\u00a0<\/p>

You become a great leader the day you realize it\u2019s not about yourself. Leaders are purpose-driven and it\u2019s that
purpose that gives energy and courage.<\/p>

You have a higher chance of being successful and developing to your fullest potential if company and personal values and purpose are aligned.<\/p>

The (all-too familiar) paradigm of the task-driven, control- oriented leader will be challenged. To\u00a0be sure, it will not disappear, but a new type of transformative, empowering leader who leads with\u00a0awareness, vulnerability, empathy, and compassion will emerge. Enter the \u2018Altro-centric leader\u2019.<\/p>

Second \u2013 Purpose is the new strategy.<\/strong> The new normal will accelerate the imperative to lead and\u00a0live by a strong, credible purpose. Companies will be \u2018forced\u2019 to ask \u2013 and act on- the tough questions: Who are we, what do we stand for, what is our contribution, beyond shareholder value, to our workforce, suppliers, ecosystem, communities, and the environment in which we operate? Are we socially responsive?<\/p>

Whilst people now prioritize physical, psychological and financial \u2018safety\u2019, they also expect\u00a0organizations to do the right thing, and have a positive impact to the world. Add to this the\u00a0disappearing distinction between people and job. Life = Work = Meaning = Connecting =\u00a0Learning =Identity.\u00a0<\/p>

In recent studies 65% of Gen Z (ages below 24) listed their \u2018employment as a key part of their\u00a0identity\u2019. In order to align with this eco and politically-conscious generation, companies need to\u00a0become more value-driven and provide more than just a pay-check.<\/p>

It is about trust<\/strong><\/h4>

Which brings me to the third point:\u00a0<\/p>

\u2018Trust\u2019 drives prosperity in social constructs (teams, organizations, nations).<\/b> We live in a\u00a0low-trust world. Trust in our institutions, politics, corporations \u2013 is on an all-time low. More than\u00a070% of people feel a \u2018sense of injustice\u2019 and a \u2018strong desire for change\u2019. Regarding \u2018trust in\u00a0business\u2019, according to the 2020 Edelman Trust Barometer: only 38% believe business is doing\u00a0a good job at \u2018putting people before profits\u2019. This is a moment of reckoning for leaders, in the\u00a0post-covid world.\u00a0<\/p>

Trust is based on three things: competence<\/b> (doing things well), ethics<\/b> (living by an ethical value\u00a0system) and voice<\/b> (giving people a chance to speak). If you focus on your people in a competent.\u00a0empathetic and ethical way and you actively listen to their needs, you can drive up trust, engagement and resilience.\u00a0<\/p>

Tough times define the \u2018character\u2019 and trustworthiness of organizations. As Microsoft\u2019s President\u00a0<\/span>recently mentioned: \u201cPeople want to work for an employer that cares about the bottom line and\u00a0<\/span>the wellbeing of its employees.\u201d<\/span><\/p>

Fourth, companies are accelerating the adoption of agile models.<\/b> They move away from top-own\u00a0 hierarchies and control structures that slow-down decision making, and towards project\u00a0work, information and innovation flows. Digital tools enable this shift.\u00a0<\/p>

However, the thing to watch for will be not just \u2018agile work\u2019, but \u2018agile mindset\u2019 the deliberate\u00a0promotion of speed, transparency, collaboration, empowerment and innovation in everyday work.\u00a0From \u2018doing agile\u2019 to \u2018being agile\u2019.<\/b><\/p>

Talent wins\u00a0<\/strong><\/h4>

Fifth, \u2018treating talent as the most precious asset\u2019 <\/b>will be the smart way to shift to a sustained\u00a0recovery. Even under spending cuts and cost management (it is hard to imagine any company that\u00a0is not optimizing costs). Actually, the only way to re-bound and re-grow is to leverage the skills, capabilities, passions, and creativity that people bring to work.\u00a0<\/p>

New talent management practices will emerge<\/b> \u2013 such as skills forecasting, internal talent\u00a0marketplaces, accelerated learnings, \u2018talent discoverability\u2019- to match work (demand) with people\u00a0and skills (supply) and create value in a cost-optimal way.\u00a0<\/p>

It will certainly take the right leadership to think and act this way, to help people, teams and\u00a0organization to weather the crisis and set the stage for growth. Enter \u2018Talent Operating System\u00a0\/ TOS 2.0\u2019 <\/b>where \u2018individual sits at the heart of talent process\u2019 (TOS 1.0 was configured around standardized systems that treat everyone the same, focused on control and efficiency).\u00a0<\/p>

Expect to see a dramatic shift on learning, upskilling and re-skilling.<\/b> Learning will become a\u00a0true performance-enabling activity necessary to move beyond survival and recovery. We will see\u00a0a re-prioritization on digital skills to expand employees\u2019 abilities to operate in a fully digital\u00a0environment, use data analytics, and AI tools.\u00a0<\/p>

Beyond that, talent leaders will double down on developing \u2018soft\u2019 skills: such as creativity,\u00a0learning agility,<\/b> collaboration, cognitive flexibility, dealing with ambiguity, emotional and\u00a0social intelligence,<\/b> engagement and persuasion. Organizations that equip their employees with\u00a0the meta-skill of learning how to learn and adapt quickly will be able to thrive in the \u2018new normal\u2019.<\/p>

Seventh, there is now a whole new appreciation of how psychology and neuroscience impacts\u00a0optimal performance.<\/b> Understanding how to create \u2018psychological safety\u2019, build resilience,\u00a0respond to trauma, deal with extreme uncertainty, or training the mind is becoming part of leadership playbooks.\u00a0<\/p>

Leaders who understand these new \u2018tools\u2019 can more effectively engage their employees, support\u00a0collaborative teams, and create an environment that fosters productive change, especially in high\u00a0stress situations. Indeed, the ability to intentionally address the social brain in the service of optimal performance is becoming a distinguishing leadership capability.<\/p>

Finding meaning<\/strong><\/h4>

We now have plenty of evidence that crisis-proof organizations, are relationship-driven\u00a0organisations<\/b>. They \u2018humanize\u2019 the workplace through compassion and empathy, to become\u00a0more collaborative, connected, and committed to others. They strike the balance between\u00a0supportive and challenging leadership, as this encourages people to step up and lead in new ways.\u00a0<\/p>

There are great lessons to be learned from sports and arts, on how \u2018enhancing relationships\u2019
amongst highly talented individuals supports high performance.\u00a0<\/p>

Finally, a culture that fosters a growth mindset<\/b>, will become the most important source of\u00a0competitive advantage: Simply put, in a growth mindset people embrace challenges, do not give up, persist in adversity, use feedback to improve and are truly devoted to learn. All of which motivates people to go \u2018all-in\u2019 and to explore the edges of their potential.\u00a0<\/p>

And there is an additional, deeper, layer here. It is the shifting from an \u2018outcome-based\u2019 culture,\u00a0where people are treated as a \u2018means to an end\u2019 to a purpose driven, were people are appreciated\u00a0and admired for who they are. On-demand will be cultures that encourage people to find their\u00a0\u2018own voice\u2019, and experience love for something that mattes to them. That encourage authentic\u00a0self-expression of each individual as a unique human being.\u00a0<\/b><\/p>

As people, in these tough times, re-appraise the things they value mist in life, this will change\u00a0forever the \u2018employee experience\u2019 discussion.\u00a0<\/p>

A utopian vision or a wake-up call?\u00a0<\/strong><\/h4>

So, is this the path forward? Is the human corporation the new deal?\u00a0<\/p>

Whilst the winds of change are strong, we are still in early stages of the \u2018experiment\u2019.\u00a0<\/p>

The pandemic has given us an opportunity to re-imagine what is possible. Forward looking\u00a0organisations will respond to the moment, show leadership and reinvent themselves. They will be\u00a0<\/span>the winners, the game changers who will inspire the world and create a better future for their\u00a0<\/span>stakeholders and ecosystems.<\/span><\/p>

But for others, this ideal might be lost in the pressure to cut costs or stay alive using familiar tactics\u00a0from the playbook we saw in previous recessions.<\/p>

Companies realise that depending on how they will respond to the crisis today, especially relating\u00a0to people, that will have a lasting effect on their reputations and brands.\u00a0<\/p>

The question becomes: how to re-balance the people and profitability metrics, and put the longer\u00a0term \u2018shared success\u2019 above short-term gains or considerations. Despite the pain and adversity\u00a0experienced, this crisis may be a once-in -a-life chance to re-imagine and re-humanise\u00a0organisations.<\/p>

Final words\u2026<\/strong><\/h4>

If you are a leader, lead with authenticity, humility and compassion.\u00a0<\/p>

If you are starting your career now or you are in a career transition, re-think your strategy.\u00a0<\/p>

Begin by defining your purpose, your life philosophy, who you want to become not just what you\u00a0want to achieve, how do you want to show up every day, and what impact you wish to have on\u00a0others.\u00a0<\/p>

Develop skills that are \u2018saleable\u2019 in your own personal brand, in the labor market.<\/p>

Adopt an entrepreneur mentality \u2013 and be ready to re-invent yourself.\u00a0<\/p>

The road to success will be no easy task, for sure. But it can become a meaningful, liberating and\u00a0fulfilling journey.<\/p>

Live your full potential
Harry<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

Can you feel that something is really changing? In you? In people around you? In your community? In your organization? I wanted to write you a quick note to reflect on what we are experiencing, anticipate the dynamic ahead, and think how to \u2018find our best\u2019 in this change. The COVID is a big accelerator of megatrends that have been with us for some time, but now everything unfolds very fast and we need to urgently rethink […]<\/p>\n","protected":false},"author":1,"featured_media":1960,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[8],"tags":[],"class_list":["post-1936","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"yoast_head":"\nWhy the future of organizations is \u2018human\u2019 and what to do about it - meintasispartners<\/title>\n<meta name=\"description\" content=\"The future of organisations is human. 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