Transforming Work with Sophie Wade

This episode Rob Tercek—author of Vaporized: Solid Strategies for Success in a Dematerialized World—discusses the reality of where we are, how to forecast appropriately, and plan strategically for 2021—understanding the opportunities and challenges. Rob poses questions to consider, identifies trends and advantages we can capture, as well as alerting us to dematerialization’s impact and how to work with it rather than be disrupted by it.   KEY TAKEAWAYS   [02:56] Humans are used to adapting for short crises which made 2020 endless and hard.   [03:55] Business decisions were paralyzed as many people were unable to decide how to move forward in 2020.   [04:27] There is light at the end of the tunnel in 2021 with the vaccine rolling out.   [05:02] The vaccine doesn’t mean ‘normality’, but we can start to plan to go back to the office.   [06:10] COVID19 has just accelerated the process the internet began.   [06:53] Companies are not going to abandon the investment they made in work-from-home infrastructure leading to two kinds of workforce—distributed and onsite.   [07:56] Executives secret desires to go back to the office and concerns about remote working.   [08:46] Questions to consider as leaders assess strategic options about how to configure their workplaces for 2022.   [10:04] Companies may use a faulty forecasting process when planning for beyond crisis mode.   [10:57] Organizations can mistakenly think they are the only ones dealing with these circumstances.   [11:41] What is the impact of the broad shift in consumer behavior—changed habits and products they are no longer buying?   [12:35] Invest for the future will not be to rebuild the company as it was in 2018 and 2019.   [13:47] For B2B businesses, user and developer conferences are turning into tutorials for users—creating new habits and switching costs.   [14:57] How to use data to counter some of the loss in face-to-face meetings for sales people.   [16:47] Putting the IT department and CIO at forefront of rebuilding for the future.   [18:02] The importance of HR gathering and tracking data for C-suite discussions.   [18:46] The balance of responsibility between employer and employee to maintain skillsets.   [22:37] Rob describes how to create an actionable forecast.   [23:42] The only way you can tell if a prediction is accurate is after it’s happened.   [24:40] Why confidence intervals and probabilities matter.   [27:18] How to adjust for different geographic restrictions and vaccine rollout to develop a rough hypothesis and timeline.   [31:39] For companies to be laying a foundation in 2021 for 2022 and beyond. Robert thinks we will have two quarters this year that will not be great.   [32:19] Plan to deploy new digital infrastructure for 2022, since it usually takes 12-18 months.   [34:07] Robert describes the significant impact of COVID19 on digital healthcare.   [35:59] What smart companies are doing differently now to gain market share.   [37:00] Critical focus needs to be on the customer journey, which may be different now.   [38:15] We have to have more self-awareness, especially about our emotional state   [39:27] The impact of digital media immersion which can act as an outrage-generator.   [40:56] Disruption is scary. It’s hard. Cutting people some slack is being empathetic.   [42:49] IMMEDIATE ACTION TIP: What parts of your work and life can—and will—be replaced by software or ‘dematerialized’? Consider carefully taking action or leave the opportunity for someone else!     RESOURCES   Robert Tercek on LinkedIn   Robert Tercek on Facebook   Robert Tercek on Twitter — @Superplex   Roberttercek.com     QUOTES   “There is a feeling, it’s a depressing thought, that 2021 seems like it’s going to be a continuation of 2020, and everyone knows 2020 was a terrible year on many levels.”   “Based on the current deployment of the vaccine, it seems unlikely we’re going to be through this COVID-19 until the latter half of 2021 and it could be as late as 2022. To set expectations.”   “You can’t turn back the hands of time. Many big organizations reallocated massive budgets to create a structure to work from home. That investment isn’t going to go away.”   “We lost two channels of information: Face-to-face meetings and conferences, but what we’ve gained is a different channel of feedback which is real-time usage data.”   “Everyone knows that we live in a changing world. Everyone knows that sudden dislocation seems to be the theme of this century.”  

Michael Ventura—Founder of Sub Rosa and author of Applied Empathy—discusses his process for integrating empathy practices in work environments. He recommends doing self-work first and attaining sufficient awareness to stimulate and present an empathetic self. For business situations, he emphasizes cognitive empathy which involves perspective-taking driven by inquiry, as well as identifying and unpacking top workplace challenges. For the broader setting, Michael suggests we have conversations to understand, rather than conversations to win.      Key Takeaways   [00:53] Where the journey of empathy starts.   [03:36] Michael gets encouragement to be brave as an entrepreneur.   [04:00] Sub Rosa’s role as UN translator helping brands connect with their target audiences was Michael’s first empathy-making moment.   [04:42] How Michael’s entrepreneurial ventures have all applied empathy in order to connect with people in meaningful ways.    [05:15] Generations differ in how they relate to technology.    [06:28] Defining generations, and the conundrum for those born 1977 to 1984!    [09:27] The interior work involved in empathy—observation, witnessing, and practice.   [10:14] In his book, Applied Empathy, Michael included self-work practices and how these help us learn about others.   [11:53] What is the most effective way to communicate the value of empathy in business?   [12:30] How we can measure empathy—through its impact.   [13:42] Since March 2020, has interest increased in practicing empathy at work?   [14:30] People have recognized issues communicating and collaborating, but not known that practicing more empathy was the solution.   [15:28] An unintended consequence of quarantine work environments: that employees see more of the ‘whole person’ of their co-workers.     [17:10] If managers want to support their team better, they need to shift their behavior and manage each person individually.   [19:04] When managers understand more about themselves, they can show up more empathically and be more effective.    [20:09] We become more aware when we ask ourself questions, recognize and take care of multiple aspects of our ‘self’.   [21:42] Michael finds core issues by asking managers about the biggest rock they are facing.    [23:04] There is so much on managers’ plates right now, how can their transition be supported?    [23:58] Michael advocates for manager peer groups for problem-solving and support.   [25:15] How does Michael define empathy? It’s not about being nicer to people!   [26:24] The three types of empathy.   [27:59] The importance and challenge of cognitive empathy - the Platinum Rule.   [29:43] How cognitive empathy is the easiest to demonstrate value generation to an organization.   [30:22] Michael positions empathy as a hard skill—it’s hard to practice and slows things down before it speeds them up.   [31:12] Cognitive empathy is inherently neutral and needs to come with a set of ethics.    [33:10] How can we apply empathy and help bring people together across the country?   [34:59] Approaching conversations to understand, not to win.   [36:52] Michael shares learnings from conversations he and his wife have had while traveling cross country in their caravan.   [37:44] Practicing empathy is sometimes a slow process.    [39:26] IMMEDIATE ACTION TIP: To create a daily practice of empathy, find the benign moment of the day or questions and think about ways to shift them—such as going from an autopilot ‘How are you doing?’ to ‘What’s it like to be you today?’     Resources   Michael Ventura on LinkedIn Instagram - @themichaelventura The Bridge Generation by Michael Rosa WeAreSubRosa   Quotes   “If you don’t learn how to get into trouble, you’ll never learn how you will get out of it.”   “Good managers already know, especially in this time, that there is no one-size-fits-all way of managing. You can’t manage everybody the same way.”      “Everyone has a synonym for empathy because we don’t have a shared definition of empathy.”   “There's a big difference between having a conversation to win and having a conversation to understand.”   “Practicing empathy is sometimes a slow process.”   “Find the benign questions or moments in your day where you go on autopilot and think about ways you can shift that.”

Jeff Wald, founder and former CEO of WorkMarket, shares his data-rich perspective with authoritative clarity to discuss the evolution of the On-Demand Economy, including the impact of technology, regulation, and the pandemic on its future direction and potential. Jeff considers how new understanding about remote working affects opportunities for on-demand workers, what is the ‘future of the firm’, and the critical issues facing us all with shifting business conditions and labor markets.   TAKEAWAYS   [03:44] A lack of systems and processes was holding back the On-Demand economy.   [04:57] The IRS has a 2-factor test to determine if someone should be classified as an employee or not.   [06:02] Each company has a complicated task to decide relevant criteria for their on-demand workers.   [06:55] Labor force regulation needs simplifying, but there’s zero near-term possibility of it happening.   [07:25] The impact (or continuing uncertainty) resulting from California’s Uber lawsuit conclusion.   [08:36] How regulation-related confusion is causing companies to consider hiring fewer freelancers.   [11:00] How much the On-Demand economy has been going over the last 10 years.   [12:20] Regulation has been hindering growth, but software has helped interpret regulations.   [12:39] Jeff guesses that regulation will shrink the on-demand economy over the next 10 years.   [14:48] Are more companies tapping into the ‘total extended workforce’ strategically?   [17:00] The percentage the remote workforce will grow as a result of COVID19.   [17:31] 42% of the US workforce CAN work from home.   [18:03] Moving on from ‘productivity equals presence’ mindsets.   [19:27] How policies, procedures, and infrastructure changed in March 2020, so that everyone possible could work remotely.   [20:11] Humans are social animals—the ‘Hub and Club’ role of offices in the future.   [21:39] The percentage of people wanting flexible work arrangements going forward.   [23:53] Needing to be more responsive, organizations can adapt the employee/freelancer composition of the workforce.    [24:42] One impetus for WorkMarket was the prediction that firms have small fixed cost kernels with everything else done on-demand.   [25:08] Understanding ‘total talent management’ where companies see all their labor resources together.   [26:08] Job versus income security relating to full-time jobs and on-demand work.   [27:12] How the economic environment might affect workers’ attitudes towards full-time positions.   [30:00] The changing social contract and convergence between full-time and on-demand workers.   [32:05] The depletion of training budgets with responsibility shifting to workers.   [32:49] The COVID19 disruption enabling non-incremental change and crafting new work conditions and practices.   [33:50] The rise of robots means displaced workers and re-skilling—but who owns workers’ training?   [35:15] What the impact of workers getting left behind means for society.   [36:00] Now, the average skill diminishes in four to six years, rather than 30 years.   [38:52] Jeff’s interim full-time gig with the Biden campaign, supporting the democratic process, and the need for Presidential support of the working class and retraining.     [40:31] Jeff’s next entrepreneurial venture—potentially helping companies benefit from staying connected with former employees.   [34:14] IMMEDIATE ACTION TIP: Jeff’s lingering question—'who should own employees’ retraining?’ Until there is a clear answer, be proactive, keep learning, and keep your skills updated!     QUOTES“The tailwind pushing the on-demand economies, people wanting to be more agile. The headwind is regulation pushing the other way.”   “My guess is that regulation wins that fight, and that the on-demand economy shrinks.”   “There is convergence between the part-time or on-demand worker, and the full-time worker.”   “You will see millions of workers that need to be retrained…and as a society we have not done that retraining well, and it’s unclear who should own that training.”   “Everybody has got to constantly be reading and updating and staying in touch with the new stuff, or you will become irrelevant… Everybody’s got to own it in some way on their own.”   RESOURCES Jeff LinkedIn Jeff on Twitter The End of Jobs: The Rise of On-Demand Workers and Agile Corporations by Jeff Wald The Nature of the Firm by Ronald Coase

Karyn Twaronite, EY’s Global Vice Chair of Diversity and Inclusiveness, explains the depth and breadth of diversity and how inclusiveness is at the core of a culture of belonging. She describes the importance of practicing empathy and being authentically and actively involved for nurturing these values. Karyn suggests what more we can all do to enable fully-supportive corporate environments.   Key Takeaways   [2:48] Diversity has many different dimensions and has evolved. How does Karyn define it at EY?    [4:04] Karyn describes the evolution of diversity with four Cs: Compliance, Character, Commerce, and Culture.    [05:12] How important authenticity is to avoid an ‘inclusion allusion’ and keep striving.   [06:36] A sense of belonging creates inclusiveness which comes from people having empathy for each other.   [07:16] Employees felt the most sense of belonging was when the people they worked with checked in with them one on one.   [08:40] Highly-effective team leaders are being asked to lead their team and their teams’ families.   [09:25] Empathy is a key ingredient with respect to checking in and feeling a sense of belonging.    [10:00] How to create a culture of belonging while maintaining uniqueness and not asking for conformity.   [11:17] How equitable sponsorship has been a transformational lever for EY to increase diversity.    [12:56] Women who are sponsored are more likely to stay longer, lean in to opportunities and return from maternity leave.   [13:41] How executives can be measured and rewarded for achieving inclusive leadership goals.   [14:39] Empathy relating to recent experiences and protests has moved people from passive disapproval to more active roles.   [15:53] Racism and discrimination exist everywhere. Understanding, compassion and empathy also exist everywhere and have ignited new conversations, creating a sense of urgency.   [16:36] A platform for social equity: What does your organization stand for and against?    [16:56] How can you be an active anti-racist? What does that mean for you and your situation?    [19:37] What leaders and senior executives can do to create a more inclusive corporate culture.   [20:39] Key DNI reasons for companies include creating a safer and more respectful work environment.    [21:21] Key inclusive leadership behaviors.   [21:30] Creating DNI as a business topic to track and share updates on progress.    [23:40] Why checking in on employees matters.   [24:08] Leaning into similarities AND differences.    [25:26] Anybody can take charge and become an inclusive leader.    [25:50] ‘Violent politeness’ and why the highest earning team member should offer their opinion last.   [28:04] How to stay proactive—consider who is sitting on the sidelines in your company or team?   [29:46] Immediate Action Tip: Expand your A team. You might be pleasantly surprised who’s sitting in the wings.    Resources   Ey.com Karyn on LinkedIn Karyn on Twitter EY Global D&I page How to strengthen inclusive leadership in times of crisis EY Global Executive Diversity & Inclusion Statement EY’s commitment to anti-racism in the US     Quotes   “If you aren’t really authentic in your effort to bring about a real inclusive culture, you can end up with something I call an inclusion illusion.”   “Employees felt a sense of belonging when the people that they worked with checked in with them one-on-one.”    “Empathy is a key ingredient and without it you’re really going to miss the bullseye.”   “A mentor stands beside you, but a sponsor is someone that stands in front of you and is very active.”   “Tone from the top is critical.”   “’You don’t have to be the most senior person on the team to be an inclusive leader.”   “Inclusion allows everyone on the field to play.”  

Diversity and inclusion are best addressed with a multi-dimensional approach founded on empathy believes Siham Jaafar, President and CEO of 3D Consulting and Communications, whose training and consulting focuses on educational, law enforcement, and corporate audiences. Siham shares her perspectives and insights about how empathy-driven awareness increases our knowledge and decreases our fear of each other to bridge gaps and build connections, showing us that we are more the same than we are different.     Key Takeaways   [02:35] What drew Siham to diversity and inclusion training?   [03:48] Siham shares a vital turning point for her and how she thought about diversity and the catalyst for the Images & Perceptions Diversity Conference.   [4:35] Teachers have always been an important portion of the conference audience.   [4:40] Asking difficult questions allowed people to understand more and get comfortable.   [5:14] A vital turning point for Siham — How knowledge turns fear into enrichment about other people.   [6:40] Well-known speakers sharing their personal experiences in Hollywood and other industries brought credibility and relatability.   [8:06] Why many judges, lawyers, and law enforcement attend the conference.   [9:40] Empathy is the platform to build everything on.   [10:21] The difference between tolerance and acceptance and empathy’s role for achieving acceptance.   [11:16] The fear factor and its impact.   [12:41] The ‘need to know’ factor and getting a solid understanding of what you are dealing with.   [13:33] How COVID19 is making us all more vulnerable and aware.   [14:44] The challenge of talking about integration while staying physically distanced.   [15:25] How much are we thinking about everyone putting their lives on the line during this pandemic?   [17:48] What the pandemic and George Floyd’s death has revealed — ‘when the snow melts’ you see what’s underneath.   [18:28] People want police officers to be active, present, and do their jobs in a safe way, as well as stay safe.   [19:28] What kind of training helps police officers react empathetically when dealing with stressful conflict-ridden situations so things don’t escalate?   [20:10] The need for funding to have experts available and training for police officers to be better-equipped to respond and deescalate situations such as domestic violence.   [20:42] It’s critical for police officers to understand themselves—their way of thinking and backstories—and how that affects their personal perception of what they see.   [22:01] How the ‘fear factor’ influences African American parents’ discussions with their kids, creating different perspectives and emotional responses, such as during a traffic stop.   [22:58] If an officer has a different perception over why someone is acting a certain way, it can deeply affect their stress levels and conflict response.   [24:01] In most situations, when people are treated with respect and dignity, it creates an environment that encourages voluntary compliance.   [25:52] How do you create a safe place for people to tell their story in your organization?   [26:24] Someone asking questions wants to learn.   [26:54] We are more the same than we are different, we face the same challenges and want similar things.   [28:28] Remembering we can agree to disagree and still appreciate other’s thinking and accept it.   [29:05] Understanding more about our coworkers by seeing into their homes.   [30:26] A lot of disparities have been revealed during the pandemic.   [33:00] Life is about connectivity. It’s about human to human connection.   [34:00] We’re all in this together, but we’re not. The snow is melting and revealing the disparities.   [36:15] IMMEDIATE ACTION TIPS: Accept others. Get to know other people’s backstory. If someone reacts differently, don’t take it personally. And lend a helping hand where you can—now more than ever.   Resources 3dconsults.com Siham on LinkedIn 2010 Documentary: I Am   Quotes   “There’s a ‘need-to-know’ factor and there’s a fear factor.”   “I guess you fear what you don’t understand. It’s frightening, but once those gaps are filled they become more of a new enrichment process in your life.”    “Compassion and empathy can improve communications, inner personal relationships, and can even make you happy.”   “It’s definitely in the training. You wouldn’t send a brain surgeon to put out fire. When police officers go into situations and they don’t have any training or background, that’s going to be an escalated situation.”   “’Once the snow melts, the dirt shows’. And we have to address that dirt.”   “If you treat people with respect and dignity, regardless of the situation or who they are and where they came from, I believe you will instill more of an atmosphere of voluntary compliance.”

Mark Read, CEO of WPP, explains how strong cultural tenets help the organization connect with clients, support employees, and continue to innovate across the 100+ countries they operate in despite current circumstances. He emphasizes the importance of empathy for understanding evolving consumer behavior and workers’ different situations, as well as for responding to the protests sparked by racial injustice. Mark shares WPP’s commitments that ensure everyone feels comfortable to speak up and bring their whole self to work. Key Takeaways   [00:45] What is the connection between empathy and corporate culture?   [01:03] Multinationals are dealing with multidimensional challenges.   [03:47] How WPP’s purpose has guided the company during the COVID19 pandemic.   [05:05] The effect of responding with an empathetic, common sense approach.   [06:16] How communication helps manage and support employees through uncertainty.   [07:10] The benefit of making clear decisions and not changing tack during a crisis.   [08:25] Encouraging people to connect regularly with co-workers.   [09:22] The influence of WPP’s cultural values: being open, optimistic, and extraordinary.   [10:21] WPP recently launched WPP TV as a way to bring employees around the world together.   [11:50] How COVID19 has accelerated the arrival of the Future of Work.   [12:29] Mark’s views about the use of technology to work effectively and its role in attracting the best people.   [16:02] The world’s biggest period of self-reflection.   [17:32] WPP’s guiding principles for bringing people back to the office in 100+ countries.   [18:45] Anticipating a seismic shift in people’s attitudes towards remote working.   [20:15] How will brands be rethinking how to connect and engage with their consumers long-term? Mark breaks it down in three phrases.   [21:35] What area of business or society has not been changed by the pandemic?   [23:03] Clients’ interest to accelerate digital transformation has increased.   [23:47] WPP is thinking through the future of work, as well as rethinking the future of the high street.   [25:10] How have the protests against racial injustice around the world affected WPP?   [25:37] The changes WPP has committed to make.   [26:25] Why the perspective of anti-racism is important and working proactively to make a difference.   [27:31] Leaders’ roles in making lasting change with a focus on recruiting.   [29:03] Mark shares how WPP created a safe space and environment where people could speak up and share their experiences.   [30:27] How WPP’s culture helps cultivate a company where people are comfortable bringing their full selves to work.   [31:43] The essential role of empathy to support diversity and inclusion.   [32:12] Fighting racism becomes a task for everyone.   [33:03] How to sustain new approaches and initiatives long-term.   [34:14] Mark’s recommendations about how to stay connected, without having to travel!   [36:03] IMMEDIATE ACTION TIP: Say hello. Check in with people and see how they really are doing.   RESOURCES   wpp.com   WPP on LinkedIn   WPP on Twitter   Mark’s bio   Mark on LinkedIn   Mark on Twitter   QUOTES    “Communicate as much as possible with people. You cannot overcommunicate with people.”   “Our clients have a much greater desire to accelerate digital transformation. Companies that can transact online have definitely come out in a much stronger position.”   “We’ve seen more innovation in the last three months than we’ve seen in the previous 10 years, and I think the world we come out to will be very, very different.”   “When we get back to normal, probably by the time we’re through this, we would have forgotten what normal is like.”   “We committed to use the power of our voice. This notion that silence is complicity I think it helps you to think through what you need to say.”   “If you don’t have empathy, you don’t try to understand where other people are coming from.”   “Fighting racism becomes a task for everyone.”

Jey Van-Sharp, Principal at MyÜberLife, is an expert on culture. Jey discusses our many cultures as fundamental expressions of how we understand the world and each other. He explains why we are experiencing cultural dissonance and discomfort right now and how to step outside our own cultural codes. Jey offers insights into how companies and brands can make important cultural shifts.   Key Takeaways [00:47] The role of empathy within our culture.   [01:18] Why culture’s core role becomes more evident during times of uncertainty.   [02:38] How do you define corporate culture?   [04:33] In unsettled conditions, culture needs to be emphasized, how can companies best focus on culture?   [05:19] We are each born into multiple cultures as social creatures.   [06:34] People try to create dominance of one culture over another.   [07:38] Why we are experiencing cultural dissonance now.   [08:30] How a company can create a sense of community and build a strong culture.   [09:15] What happens when a company, its employees and customers do not have aligned cultural values.   [10:20] Why youth culture is the most dominant culture.   [10:48] Historical channels of information presented conventional wisdoms pretending to be truths.   [11:49] How can brands fill in cultural texture for consumers with limited current options.   [13:01] Once you understand a community, then you can serve them.   [14:24] The value of empathetic listening.   [14:45] The effect of operating from the standpoint that everyone has value.   [15:49] Learning the ‘code’ of the dominant culture. Being a ‘code switcher’ to be able to see value.   [17:47] How to generate shifts to change culture—view your company as a platform of empowerment.   17[] Bring in additional voices, have authentic conversations, listen to and train them. [19:53] The unwithering of old ideologies.   [21:00] When private enterprise and people team up, change happens very quickly.   [21:17] The aim is not for comfort. The aim is for understanding and truth.   [23:23] Is age a demographic or a mindset? Create new archetypes.   [24:26] The fourth branch of American government is the media and the fifth branch is corporate marketing.   [26:35] Cross communication is critical, not just of races, but also genders and age ranges so as to not miss out on understanding and opportunities.   [28:15] We have to get comfortable with being uncomfortable   [29:42] With continued economic strain and ongoing uncertainty, this is the moment for culture to bring us together.   [30:35] The consequence of having a culture of dismissal, dominance, and superiority.   [31:57] Crafting the new normal with empathy and human values.   [32:49] We are all scared human beings in awe of this reality and the best leaders will guide us through the uncertainty.   [34:59] Recognize the history of the world we live and the people within it.   [35:32] When you see a source of information, try a counter-factual simulation: try and disprove your assumptions.   [37:11] As executives, business people, corporations, and brands, we are part of the narrative of equality and justice.   [38:03] Memes are part of memories, passed down through culture, oral stories, statues, language and frameworks.   [38:41] We need to practice rational empathy—less academia, less rational thought, more feeling and understanding.   [39:39] You have to incentivize feelings.      IMMEDIATE ACTION TIP: Question what you know. Try to disprove your own assumptions. Try not to judge. Get into the habit of inquiry. Operate from a place of humility.     Resources: Myuberlife.com Jey on Twitter   Quotes:   “Culture beats strategy. For me, culture is the memories, value system, the beliefs, the shared goals, the fears, the ideology, mythology that exists within each community of people.”    “Don’t try to speak on the behalf of people you don’t understand. Bring those people in. Lend them your platform.”   “Brands and private enterprise play a big role. When private enterprise and the people team up, change happens very quickly.”   “Get interested in the world again, read about the world, question everything that you know.”   “Every day is a brand new day to operate from a place of complete humility, complete awe, complete transparency, complete authenticity.’  

Norman de Greve, the CMO of CVS Health, discusses the importance of practicing empathy, both as a senior leader and an executive of the largest health and wellness company in the US. He describes their ongoing response to the COVID19 crisis—listening to customers and employees, addressing their needs, and communicating frequently. Norman shares his views about the beneficial outcomes for leaders who take empathy-driven action to build trust, connection, and demonstrate commitment to helping people achieve what they want to achieve. He notes how CVS Health measures and rewards empathy-driven results.   KEY TAKEAWAYS   [01:13] Empathy is indispensable for business leaders to practice to help customers and employees feel safe.   [02:03] A strong focus on caring and empathy has long been a deep-rooted value at CVS Health.   [04:00] How integral is empathy now to corporate mindsets and practices, especially for leaders?   [04:46] Companies that are succeeding now have a deep understanding of both their employees and consumers.   [05:43] Norman shares how empathy has helped CVS Health respond to the Covid-19 crisis.   [07:00] How CVS Health listens to the voices of customers and employees to understand and address their needs.   [08:13] Considering the servant leader mindset and relevance in current circumstances.   [10:00] Key challenges CVS Health faced were being able to pivot quickly and preparing for the unknown.   [10:29] At the leadership level, what did CVS Health do differently?   [12:05] This crisis has brought out the humanness in people.   [13:18] Norman shares a more human approach as plans to return to the office are developed.   [14:06] How communication was the key to reassuring employees when CVS Health started Covid-19 testing.   [15:09] Across corporate environments, there is a heightened listening to, understanding, and responding to employees.   [16:00] How Norman is preparing for months of uncertainty and considering remote work options.   [17:24] Moving into a new world where we value the individual more than just a ‘resource’.   [18:30] Delivering empathy through a C.A.R.E.R. interaction model in stores increases customers’ adherence to their medication.   [19:21] CVS Health’s satisfaction scores are going way up because people are valuing empathy and kindness even more than ever in this stressful time.   [19:47] When CVS Health decided to track empathy internally, the reaction was ‘thank goodness’!   [20:30] An organization needs to deliver both operational follow-through as well as having empathic behaviors to enhance the customer experience.   [21:41] How empathy impacts the compensation of the management team of CVS Health.   [22:28] How does Norman define empathy?   [23:13] The role of empathy in cultivating a welcoming environment for a diverse population so people can reach their potential.   [24:08] We have a racism problem in America, as well as a mental health problem. People are not feeling enfranchised to bring all their skills and talents to work.   [25:26] How CVS Health supported their diverse workforce and achieved #24 on Diversity Inc’s top 50 companies for diversity for 2020.   [27:57] For leaders, Norman cautions that empathy is not just about listening, but also taking action.   [28:49] For any company, to enable everyone to bring their full potential, it starts with: what do we believe is the right vision for who we are and how we operate.   [29:37] IMMEDIATE ACTION TIP: Ask your boss how they’re doing, not just the people who work for you. It’s a way to connect and hear what’s going on, and people need it.   RESOURCES   Cvshealth.com   Norman on Twitter     QUOTES   “It’s a very different environment than it used to be and companies that are succeeding are the ones that have a much deeper understanding both their employees and consumers.”    “The theory of the firm, which is usually why companies exist; and they exist to take the friction out of working together. Turns out Zoom does that pretty well.”   “This is challenging the paradigms we have in our heads.”   “Success really comes from a combination of operational and empathic behaviors.”          

Disruptions, uncertainty, and social unrest have raised the bar for leaders, compelling them to adopt more personal styles and practice empathy. Sophie shares how we can learn new leadership styles incorporating empathy to ensure organizations can adapt for current conditions and ongoing changes. The Future of Work is NOW and we need to make long-term adjustments for the next normal—there is no going back to how things were.   [00:50] The current environment has generated a very different dynamic for leaders. [01:19] Leaders are needing to adopt more personal styles and practice empathy. [02:14] The Future of Work is NOW—COVID19 lockdowns have accelerated adoption of new technologies and forced us to experience new work habits. [02:30] We are in the midst of new upheaval with restrictions easing unevenly. [03:08] How are you supporting your community of employees? [03:46] Things are NOT going back to normal. Long-term changes are unavoidable to adjust for where we are now and what’s ahead. [04:44] How much have you been empathizing with customers recently? [05:10] Have you been connecting with your reports experiences? [05:22] What is needed to transition through this uncertainty sustainably—business-wise, execution-wise, and regarding employees’ well-being? [07:06] Everyone has been dealing with very different situations. [07:53] Leaders need to learn new mindsets and approaches to deal with COVID19 uncertainties and social unrest related to racial injustice. [08:56] We can learn and adapt to new leadership models [10:07] Empathy is the ability to put yourself in someone else’s shoes and feel what they are going through. [10:32] Empathetic leaders in the marines are able to achieve success under extraordinary pressure. [11:54] Leaders are the ones to create new cohesive environments and drive meaningful change. [13:11] How does Empathy make a difference? [14:03] The three components of empathy: Cognitive Empathy, Affective Empathy, and Empathetic Action. [16:28] What it takes to become an empathetic leader – intermally-focused and externally-applied. Internally—focusing on mindset, manner, and model. [17:22] The mindset of an empathetic leader is open and inclusive. [19:36] A signature of empathetic leaders is an individualized approach towards team members. [20:38] Being accessible, approachable, and authentic is important for empathetic leaders. [24:16] Are you setting the example for others by modeling behaviors? [25:12] Externally—key areas to focus on applying an empathetic approach include culture and values, talent, teamwork, intergenerational integration. [25:56] It is rarely sustainable to be an empathetic leader without a support environment. [27:43] Your role as a leader is indispensable to highlight and live by cultural values on a daily basis. [28:44] Self-awareness is the best places to start to recognize your own reactions, emotions, and judgments in order to start to understand other people’s. [29:03] How to identify the best work set up for yourself and your direct reports. [30:10] Using empathy to explore sensitive issues. [31:18] It is essential to be alert for mental health issues across your team. [31:52] Empathy IS second nature to us, says Frans De Waal, a Dutch primatologist. [33:00] IMMEDIATE ACTION TIP – Start anywhere, and build incrementally and you will see the results-- share MORE information, include more people, consider more perspectives, invite more inputs, ask more questions, observe more closely and listen more actively.    Resources ‘The Age of Empathy’ by Frans De Waal ‘The Empathy Effect’ by Dr. Helen. Riess   Quotes ‘The current environment has generated a very different dynamic for leaders.’ ‘As a leader, to transition through this uncertainty and change SUSTAINABLY, your responsibilities have expanded and deepened.’ ‘Empathy is the critical characteristic of leadership now.’ ‘As humans, we are empathetic beings.’ ‘Self-awareness is the best place to start.’

Global disruption has created the opportunity for a Great Reset. Gary A. Bolles, Chair for the Future of Work at Singularity University and Co-Founder of eParachute.com, believes we can redesign our business systems to be optimized to help people learn needed and evolving skill sets and develop agency. For individuals, he explains the new rules of work require constant self-inventory, experimenting to match skills, needs, and interests, and the benefits of identifying a personal Northstar.   KEY TAKEAWAYS   [03:18] The Future of Work is an evolution to a digital work economy.   [03:55] The impact of automation is supposed to both increase human’s capacity to create things and solve problems, but it also impacts human work.   [04:33] Automation is channeling human energies to be able to solve problems in completely new ways   [06:14] Disruptive technologies change the way that industries function and then the roles of workers in those industries.   [07:17] The internet evaporates the middle.   [08:19] There's two things that are different now, the pace of change and the spread of change.   [09:22] Every individual needs four skills-- P.A.C.E: to be Problem solvers who are Adaptive, Creative, and with Empathy—to help create agency.   [13:43] The least advantaged are the ones that are the most disadvantaged in terms of- of being remote.   [14:51] We can try to design the things that we want to have happen, but nobody can actually predict really what the next 12, 18 months is going to hold.   [16:02] The more command-and-control, the more highly-structured organizations were the least adaptable.   [16:22] The organizations the pushed decision-making down to the team level have done the best.   [18:48] Organizations that really understand their purpose are going to be the best prepared for tomorrow.    [20:18] The great reset involves a changing landscape of rules and norms.   [20:44] What are the rules across the ecosystem?   [21:16] What is the best way to create value for my customers?   [21:51] The constantly changing landscape means that we all have to have much better sensor network and be continually adaptive.   [23:03] The landscape of the future of work distilled down into four domains: individuals, organizations, communities, and countries.   [25:08] Creating incentives to ensure people remain employed   [26:22] Why we need systems that are optimized to help people find meaningful work.   [26:56] Why we need to help people have P.A.C.E. and agency.   [27:47] It will require massive investments in helping humans gather the new information and learn the basic digital toolkit   [28:45] The largest game of employment musical chairs in the history of the world.   [29:16] What are the roles of government and the private sector in making necessary changes?   [30:17] It's critical is to have the tool set--understand your own unique skills and interests, and experiences—and have your own agency.   [31:15] Schools must think of themselves as lifelong learning platforms.   [32:07] Industries must send stronger signals about what they're hiring for now.   [32:42] If you're not training the workers of tomorrow, we will simply not have the workforce that we need.   [33:40] You can impact the system, if you hire somebody with a non-standard background   [37:55] if there's one major takeaway to have empathy for so many others that are going through this process   [39:06] With the new rules of work, you- you have to do constant self-inventory.   [39:20] Keep on experimenting and trying different techniques--you've got to go find or create that work.   [40:12] Most important for people is to have a Northstar--a directional goal that you are working towards.   [42:49] IMMEDIATE TIP ACTION: The three key characteristics of leadership now are Competence, Compassion, and Courage.   RESOURCES   The future is already here, it’s just not evenly distributed”-- Bruce Sterling   ‘Big Shift: Measuring the Forces of Change’ – John Hagel   The Inside Gig – Edie Goldberg and Kelley-Steven-Waiss   SkyHive   Faethm     QUOTES   “The internet evaporates the middle.”   “We all need to be problem solvers who are adaptive, creative and with empathy.”   "Teams are going to be much more problem centric”   “We don't have a health care system, we have a sick care system…We don't have an employment system. We have an unemployment system.”   “One thing we can predict is that the market asymmetry is going to be biblical.”   “Schools must think of themselves as lifelong learning platforms.”   "If you're not training the workers of tomorrow, we will simply not have the workforce that we need."

When Kimmi Wernli took over as owner and CEO of Crazy Richard’s Peanut Butter Company, she brought a holistic perspective and vision—wanting to enrich people’s lives and diets with sustainable, healthy peanut products. She focused on elevating and articulating their mission, connecting customers and employees with their purpose, and the company became a B-Corp. They also chose vendors and retail partners who shared their values and this alignment has helped the company handle tough and unpredictable operating conditions.   Key Takeaways   [02:55] Why is the company called Crazy Richard's Peanut Butter?   [03:56] Kimmi’s veins run with peanut butter!   [04:35] It was a smooth transition taking the business over from her father.   [06:05] Kimmi brought a more holistic perspective of how peanut butter can help people and enrich their lives.   [08:11] Peanut butter is the number 1 most requested item in food banks worldwide.   [08:55] Crazy Richard’s has always been about giving back.   [09:58]  What is our vision? We need to articulate our mission, what is our ‘why’?   [11:15] Kimmi and her leadership team took 6-9 months to define their mission and core values and rebrand.   [12:54] They shared and aligned their values with their partners—across logistics, manufacturing, and retail—and parted ways when values were not in alignment.   [14:45] Why did Kimmi decide on making her company a B-Corp?   [15:20] Peanuts are a sustainable crop and great for the earth.   [17:53] To provide affordable products that are high quality required some significant operating changes for the business.   [20:46] For their Give-Back Program, they not only donate their product, but employees donate their time as well—which is great bonding time too!   [24:10] Kimmi is also an Ambassador for peanuts and advocates for US peanut farming and agriculture.   [25:37] Peanut butter sales are through the roof, and Kimmi feels a huge responsibility to get products to their customers   [27:09] It’s complicated making sure everyone involved in the process is safe.   [28:00] New technology is helping ensure they can do everything hands-off in logistics processes.   [29:08] New procedures and distancing means manufacturing orders are 10-20% short.   [30:15] Everyone along the supply chain is working together to try and absorb the extra costs.   [32:23] Close coordination with supply chain partners is possible because of their aligned values.   [34:38] Kimmi shares how she interacts with customers and shares some customer stories.   [37:46] Kimmi loves peanuts but is empathetic about tree nut allergies as her husband is very allergic.   [38:56] L-E-A-P study shows new preventative treatment for peanut allergies with early exposure.   [41:55] What is Kimmi’s favorite way to eat peanut butter?   [44:14] IMMEDIATE ACTION TIP – Hone down your company's culture and values!     Resources: Crazyrichards.com Crazy Richard’s on Instagram Kimmi on LinkedIn Start With Why by Simon Sinek   Quotes:   “Peanut butter itself is the number one most requested item in food banks worldwide.”   “How can we get peanut butter into more people’s hands and really help solve the problems of the world one step at the time?”   “One of the great things about our product is it’s so sustainable. Peanuts themselves as a plant is a fantastic crop. It’s fantastic for the earth.”   “The guys in the warehouse, they’re not getting out on the front lines and on social media and seeing where our products are going to help others, but every quarter they get to spend a day at a food bank.”   “People have really overcome a lot of health issues and diseases they’re recovering from and peanut butter is one of the things they can eat.”    

Brian Day is the CEO of Fuze, a global cloud communications provider for enterprises. Fuze’s workforce went mostly remote in 2017. Brian shares his insights as an experienced leader of remote teams focusing on mindset, culture, communication, and tools. He also looks ahead towards a new normal and embraces productive new habits that are benefitting his organization. Key Takeaways [02:32] How has the COVID-19 crisis affected progress towards Future of Work environments?    [03:20] With the right mindset and culture, you can enable your workers to work remotely.   [04:15] How can you cultivate the right mindset and culture?   [05:29] Setting expectations with employees about working from home.   [07:11] Every communication should be video.    [08:10] Using technology to protect employees’ health.   [09:01] What changes has Brian seen with more people are working from home?    [11:35] How are managers managing and communicating with their remote teams effectively?    [13:46] Brian shares how he uses different communication channels with remote employees.    [16:46] The benefit of integrated applications—content sharing and communications history.   [19:09] Recognizing how to set up and be equipped for remote working.   [20:42] Establishing the right rules when working from home, including boundaries and habits.    [22:32] Brian thinks most industries will not go back to Jan/Feb 2020, instead companies will continue to benefit from remote working, with shorter commutes for employees.   [24:54] When working from home, if you have the right tools, you don’t lose productivity.   [25:54] Preparing and hiring for what’s ahead.   [27:25] What is Fuze’s company’s culture like?   [27:49] Fuze believes in ‘Work from Anywhere’—what does that really look like?   [31:24] What recommendations does Brian have for CEOs leading virtual companies now?    [35:47] How can managers nurture internal relationships when working remotely?   [38:52] Brian believes we have to unplug from the past—the world is a different place.   [40:39] The more seamless you can make communication, the better it is.   [42:19] IMMEDIATE ACTION TIP – Use your video!     Resources: Fuze.com Brian on LinkedIn The Ultimate Guide to Remote Working   Quotes:    “The crisis that the world is living through today is essentially accelerated where we were all going in the first place.”   “As long as you have the right mindset and culture, you can enable your workers to work remotely, that’s the Future of Work.”   “For a lot of people, it’s a brave new world right now. I don’t think we’ll ever go back to the world of January or February of 2020.”   “I think the days of dedicated desks and offices, all that, I think those are numbered in most industries at this point.”   “You really need to unplug from the past and think about “That doesn’t matter anymore. The world’s a different place.””  

Heidi Melin is the Chief Marketing Officer at Workfront which provides a work management application platform for the enterprise. She has been a remote leader for years and shares her first-hand experiences and recommendations. Heidi has seen how companies that understand their workflow have been able to pivot quickly and be less impacted by current conditions as well as be prepared to adapt as situations improve.   KEY TAKEAWAYS   [1:00] The COVID-19 virus has taken us out of our working norms.   [3:45] Is remote working easy?!   [4:35] How Heidi views the Future of Work and the accelerating effect of work-from-home restrictions.   [5:35] Heidi has had a front-row seat in seeing which companies pivot successfully to remote work and adjust processes to keep their businesses going.   [7:00] Organizations can distribute work successfully to an entire remote workforce leveraging a combination of tools, including Workfront’s work management software.   [7:20] What kind of behaviors do employees need to adapt to?   [9:50] You CAN establish a strong personal connection with someone you only met via video!   [11:44] Being empathetic about mandated work-from-home situations.   [14:55] Heidi has been working mostly remotely at Workfront, successfully leading and managing her office-based team, for over two years.   [16:20] Heidi shares her remote working best practice tips!   [20:55] How to help people who get distracted when working from home?   [22:42] The importance of flexibility and focusing on outcomes.   [23:54] Why it matters to have visibility into the work being done at any organization.   [26:15] How does Workfront’s work management platform help remote employees?   [27:25] It’s difficult for a leader to make strategic decisions without a holistic view of the work being done.   [28:38] What ability will enable companies to emerge from this crisis most successfully?   [31:20] How can teams get productive work done right now?   [31:38] How do you own your own resilience?   [36:00] It’s critical to understand how work moves through the organization. Then you can adapt the ‘in-person’ aspects of previous work processes quickly.   [38:18] How Signet Health has accelerated the clinic trials for a COVID-19 vaccine.    RESOURCES   Workfront.com   Heidi on LinkedIn   Done Right: How Tomorrow's Top Leaders Get Stuff Done by Alex Shootman   QUOTES   “We’re having to adapt, today, to managing a remote workforce and the companies who have been able to pivot most successfully had a vision for the future of work.”   “We have the tools and infrastructure to do remote work, but it’s the behavior piece that requires some adapting to.”   “As companies look at which work they need to prioritize and which work they do not need to prioritize. That gets hard. If you don’t have a holistic view of the work being done in the organization, how can you make those trade offs?”  

Sophie addresses the disruption we are now facing in our working lives. How can we navigate unprecedented changes due to the COVID-19 virus outbreak and technological advances? Sophie explains evolving conditions and how to adapt both in the short-term—transitioning to remote working—and for the longer-term, making important strategic changes. She describes sustainable ways of working to adopt that will enable your company to thrive in a digitized, less predictable business landscape when things turn around.    Key Takeaways [01:00] How to approach the disruption we are facing in our working lives. [01:27] Sustainable ways of working that can handle short-term and longer-term needs. [01:52] Traditional work practices aren’t adaptable enough to handle current circumstances. [03:08] Short-term focus on transitioning to remote working. [03:47] Strategic long-term potential changes to be equipped to ramp up successfully when conditions improve. [04:53] Fundamental changes to our work conditions and lives primarily due to technology advances. [07:15] Why Sophie is well-qualified to provide clarity and direction. [08:16] How to approach your company’s unique situation. [09:21] Seven interrelated key areas to assess for action to transform and future-proof your company. [11:08] How technology is impacting our business models, revenues, operations and workers. [13:40] Shorter timeframes for projecting out and planning with more project work. [14:18] Companies undergoing fundamental strategic reviews to stay competitive in a digitized business world. [15:44] Employees needing to adapt and respond to faster, less predictable market conditions. [16:37]Learning new skills ongoing – the start of life-long learning. [16:55] Human beings resist change. [18:30] Culture and values matter especially during times of great uncertainty and change. [19:40] Questions to assess and actions to take relating to your company’s culture and values. [21:12] Leadership styles shifting: sharing more responsibility and using more empathy. [23;10] The importance of transparency—one of Atlassian’s core values. [23:41] Questions to assess and actions to transform relating to your company’s leadership. [26:04] The need to combine all generations’ expertise, skills, and creativity to compete effectively. [27:28] How empathy bridges generational gaps—increasing productivity at a ServePro franchise. [29:26] Questions to assess and step to take relating to your company’s intergenerational integration. [31:05] The increase of teamwork to respond faster to more complex projects. [31:48] The challenges of working effectively for teams including remote workers and non-employees. [32:17] How to manage and motivate distributed and blended teams. [34:08] Questions to assess and actions steps to transform your company’s remote teams and contractors’ performance. [36:04] New careers are self-directed, non-linear with shifts between work arrangements, functions and industries.  [37:44] How is your company projecting out future skills’ needs and helping upskill employees? [39:24] Questions to assess and steps to act upon relating to you and your direct reports’ careers and upskilling needs. [40:40] Updating historical approaches to policies, measuring productivity, and performance reviews. [41:46] Policies and other transformation efforts should be coordinated and consistent. [42:32] How to monitor and support employees through and beyond periods of unsettling change. [44:18] Questions to assess and steps to take to update your company’s policies, productivity metrics, and performance reviews. [45:38] Immediate Action Tip: Urgency to transform for immediate needs and longer term sustainability.   

Max Weiner is Founder and CEO at Resilient, a company that provides inclusive insurance options to low- and moderate-income freelancers and hourly workers Americans. It is difficult for hourly workers to find consistent work so they have benefits that can protect them from health shocks. However, companies are recognizing the benefits of taking a more holistic approach towards the well-being of all their workers.  Key Takeaways: [01:28] The growing emphasis on inclusive culture and values. [02:02] Hourly workers are seen as expendable and cannot gain enough hours to pay for health care coverage.  [03:34] What does the Future of Work look like for low income freelancers and hourly workers?  [04:46] What are some of the challenges of having a viable and sustainable work environment?  [05:18] The concern about wages and benefits for contract workers and what protection is needed. [06:57] What are the pillars of a stable society and economy? [08:12] Options for providing holistic support for hourly workers. [08:59] How to shift the full cost off hourly workers of protecting their wellbeing. [10:08] The challenges of overall financial health for workers without predictable schedules. [11:46] How benefits and insurance help individuals deal with health-related shocks. [12:57] Should the private sector solve this problem or is it time for the government to step in and help these workers?  [13:47] Companies are increasingly seeing the benefits of taking their workers holistically as financially stressed workers are less productive.  [15:07] Education and tools that nudge people to establish better financial habits. [16:07] Max shares how a traditional NYC taxi company is retaining drivers using Resilient. [20:02] How freelancer platforms could reward loyalty with insurance protection.  [24:43] The Business Roundtable announced the role of corporations is to maximize the interests of ALL stakeholders. [27:55] Proactive regulators in the UK and NYC are open to new innovation. [30:15] How technology benefits and enables inclusive insurance. [33:09] Low income Millennials want life insurance more than cash back. [35:23] The population that is underserved by the banking sector. [38:14] Immediate Takeaway Action: Stakeholder capitalism—consider the full spectrum of the workforce and how to support their financial health.   Resources: Imresilient.co Articles on Medium   Quotes:    “It’s in everybody’s interest to protect stakeholders and workers are a very large part of that and providing worker’s protections is not only fair, but it’s fundamental if you want a stable society.”    “As the world changes, [fair treatment of workers] is increasingly important for consumers and consumers will vote with their purchasing.”   “People really want insurance protections and will do quite a lot to receive them if you provide them in ways that are comprehensive and easy to interact with.”

Sean Hinton, Founder and CEO of SkyHive, explains how SkyHive uses AI to help organizations and individuals identify their current and trending skills and best align them in real-time with business and career growth trajectories. In this episode, Sean explains the myth and fact of automation threats and how companies can focus resources on reskilling their current talent to retain them and stay competitive.  Key Takeaways: [01:09] The half-life of skills used to be 10 years, now it is only 5 years. [03:44] Sean finds purpose and founds SkyHive. [05:29] We have had a hard time identifying our skills. [07:27] Sean defines the Future of Work in three categories: rapid digital transformation; digitalization of the workplace and classroom; and the changing nature of the worker and learner.  [08:25] More than 45% of existing full-time employees define themselves as independent workers.  [10:20] Compared to 10 years ago, 20% of any job now requires digital skill sets. Over the next 10 years, 65% of a job is anticipated to become digitized. [10:56] The myth and fact of reskilling: we have more time! [13:07] The number one barrier to the success of widespread automation is the reskilling of humans.  [16:11] How do we know what our company’s workforce is truly capable of? [17:22] Defining the Future of Work by skills and SkyHive’s creation of ‘quantum labor analysis’ to understand how skills needs are constantly changing. [21:48] What skills does the workforce of the future need? [22:30] How to find the skills gaps in your existing workforce and be able to adjust rapidly. [24:54] What it means to understand current and trending skills and jobs in real-time in the labor market and be able to acquire talent efficiently. [29:15] Careers are no longer linear. How can employees or people know what skill sets they should be focusing on?  [30:37] How identifying individual people’s skills reveals what each person is really capable of. [31:03] Matching relevant content to skills’ gaps allows cost-effective, focused training. [33:19] Displaced workers can identify new opportunities and options by identifying their skills and where they could be used. [35:19] Employees’ development enabled by applying their skills in different areas. [37:42] Mentoring as a means to develop and retain people. [38:55] Does anyone have 100% of the skills they need for a job? [39:52] How SkyHive’s technology identifies upward mobility opportunities quickly. [41:20] SkyHive can help identify jobs that don’t yet exist.  [43:52] What is the number one soft skill you should be learning?  [44:25] Soft skills are becoming increasingly important. [47:15] Immediate Action Tip: Discover and use your untapped skills.   Resources: www.skyhive.io Sean on LinkedI YPO.org   Quotes:    “If I ask anyone, ‘What are your skills?’ People would have a very hard time conclusively answering that question.”   “95% of job growth in the United States since 2007 is contract-based and independent labor.”   “We still have control over our destiny. The robots are not taking over any time soon.”   “If the employee is not seeing the opportunities in front of them and being engaged, you’ll lose them.”   “There’s a much greater multitude of engagement and less attrition and turnover the faster you can connect somebody to a mentor.”

Beth Porter is CEO and Co-Founder of Riff Analytics. Riff offers AI-enabled tools that provide powerful insights about individual behaviors and team dynamics, which improves remote working teams’ results. Beth explains the effect of different types of meeting interactions and how Riff nudges people to form better meeting habits so they can develop trust, all share their thoughts and feel heard improving collaboration and outcomes.   Key Takeaways: [01:36] We are often not set up for success in our meetings. [02:11] Behavioral science identifies turn-taking as critical for productive meetings [03:44] The two parts of the Future of Work: more complex, non-routine work using different skills and more remote working. [06:16] Relationships are becoming more important as we become more distant physically. [07:23] A shift from incentivizing individual work to teamwork. [09:08] The pros and cons of remote versus office working. [09:59] Community building is important to build trust for people working from home. [11:41] Beth’s early career as a math teacher emphasizing team-based work. [15:44] What is computational social science? [17:33] How is Riff Analytics using artificial intelligence? [20:00] What the dynamics of conversations tell us. [21:06] The impact of unspoken signals during meetings. [22:01] Engagement is measured and feedback is given in real-time about who is dominating the conversation.  [22:39] The effect of interrupting during meetings. [23:51] Feedback raises awareness in all meeting attendees. [24:01] Visualization of each person’s meeting participation. [25:12] Riff is a tool for promoting and practicing productive meeting habits. [25:53] Post-meeting surveys capture each attendee’s experience. [27:53] Original goal was to help online course learning where trust levels are low. [30:21] Riff increases social presence feeling as though you are meeting in person. [31:48] The relevance of trust and taking turns in conversation. [34:12] Successful patterns of different meeting interactions. [36:36] Riff nudges people to adopt better collaboration habits. [41:26] Immediate Action Tip: Understand that time is a collective responsibility—respecting and optimizing other people’s time as well as your own.   Resources: Riffanalytics.ai   Quotes:    “Research shows 71% of people find meetings unproductive and inefficient.”   “Everyone has something to share and it requires you to trust that if you give up your speaking time to others that something valuable is going to happen on the other end.”    “Optimizing time is a collective responsibility, not an individual responsibility alone. If you’re in a meeting with other people, it’s not just your time.”

Ben Brooks is Founder and CEO of Pilot, a software-based employee coaching platform. Careers are becoming more self-directed with people needing to be more self-aware, advocate for themselves, and make career development a priority. Ben explains how Pilot is reframing growth and development, enabling employers to support employees’ individual development while also improving competitiveness and retention.       Key Takeaways: [00:58] Every individual should plan to have 5 careers in their lifetime.  [01:52] Nurturing employees’ potential is key for engaging and retaining them. [03:40] The Future of Work is self-directed, which means a greater reliance on the human brain, not less.  [07:03] Future of Work transformation has just started -- we are going through the teething stage now. [08:22] Ben has had a varied career which he describes it as a zigzag.  [10:25] Why was Ben’s first job at Enterprise the most fun job he had?  [12:49] Why did Ben launch his career coaching platform, Pilot?  [14:54] Most people do not feel powerful at work.  [15:34] How to make employee growth and development a priority, not a hobby. [16:47] We need help to focus as the attention economy pulls us in too many directions. [17:56] One size doesn’t fit all for work or careers. [18:35] Coaching helps unlock people being able to advocate for themselves. [19:36] How Pilot handles the diversity of work across industries, organizations, and people. [21:30] How Pilot helped a top salesman not have to choose between his health or success. [22:25] Pilot enables users to focus on what really matters in life. [25:24] Ben has a holistic approach when it comes to growth and development, focused on addressing current dissatisfaction and growing where you are. [26:43] The commonalities in how to manage yourself as a professional and ensure the employee experiences suits you. [28:17] The benefit of personal agility. [29:42] A college degree is no longer sufficient.  [31:37] What employees need to future proof their careers. [32:55] Leadership is not a position. [36:09] How to manage your own inclusion by decoding and explaining yourself to others. [39:30] The intent to democratize coaching to support employees owning their careers. [41:59] The strategic role of HR and their need for data is supported by the product’s design. [43:02] Pilot’s initial non-enterprise version. [44:45] What are some of the biggest misconceptions of coaching?  [48:17] Immediate Action Tip: Look at any frustrations as an indicator to take action, advocate for yourself and own your life and experiences at work.    Resources: Pilot.coach Ben on LinkedIn Steve Jobs Commencement Speech Range: Why Generalists Triumph in a Specialized World How Will You Measure Your Life? By Clayton Christensen    Quotes:    “The Future of Work is self-directed”.   “Most people do not feel powerful at work.”    “The intent to democratize coaching.”   “People seldom regret speaking up and advocating for themselves.“

Trond Aas is CEO and Co-Founder of Attensi, a leader in AI-powered gamified simulation training. Trond shares his background spanning quantum physics, consulting and gaming. He explains how gamification grounded in behavioral science drives engagement which enhances initial and long-term learning especially for younger employees. Trond describes motivation as a critical success factor for sustainable upskilling. He discusses metrics to demonstrate return on investment in skills development and how to improve skills gap issues starting with cultivating a trust-based culture of learning   KEY TAKEAWAYS   [01:17] Trond starts studying quantum physics to explore fundamental questions about nature.   [02:01] After doing research for his military service, Trond goes into industry seeking practical impact.   [02:38] Trond joins McKinsey as a business school type experience before pursuing entrepreneurship.   [03:10] Interest in games stems from early programming and creativity cultivated during university.   [04:08] In gaming, Trond reveals how behavioral science is used to drive engagement and learning.   [06:12] Tribal, team-based successes are key to stimulating successful collaboration online.   [06:25] Fascination with learning and awareness of superficial gamification drives Attensi’s founding.   [07:44] Attensi applies science to drive motivation and behavior change with measurable results.   [09:40] Correlating simulated behavior with real-world outcomes to track learning impact.   [10:23] Measuring soft skills progress when observable behavior is hard to track.   [12:10] As technology evolves rapidly, upskilling must be ongoing across high-competence industries.   [12:50] Skill development tailored to specific job challenges is more effective than one-size-fits-all.   [13:45] Self-motivated learners thrive, while others need help to develop the motivation that anchors learning.   [14:47] Many Gen Zers lack key communication skills and may not recognize this development need.   [15:49] Most learning programs fail on motivation, which must be addressed first to succeed.   [16:22] Creating mastery experiences significantly increases learner motivation and outcomes.   [15:15] Game-based learning builds confidence that translates into better real-world performance.   [19:43] Companies underinvest in onboarding due to unclear ROI, hindering workforce readiness.   [20:08] Trond emphasizes data, ROI, and clear impact as critical for better training investment decisions.   [20:34] Attensi’s research shows poor onboarding leads to lower confidence and performance.   [23:42] Skill masking arises when employees hide learning gaps, often from lack of psychological safety.   [24:18] Cultivating trust-based cultures is essential to reduce skill masking and promote learning.   [25:48] Focusing on core skills for each role facilitates the shift to becoming a skills-first organization.   [26:44] Skill-based organizations can start small and ensure programs drive skill improvements.   [28:33] Maintaining skill use needs continuous feedback, clear expectations, and learning structures.   [29:13] Organizations must define competencies to stand out and align training with competitive goals.   [30:37] Tailoring programs to learner motivation and challenges supports effective skills development.     IMMEDIATE ACTION TIP: Learning motivation and skills usage are cultivated through mastery. Help employees sense their achievement to encourage their enhanced performance and growth.   RESOURCES   Trond Aas on LinkedIn Attensi’s website     QUOTES   "We can use these principles of games to drive engagement, drive interest, drive motivation—and then we should be able to impact real behaviors and measure that with data."   "Most people experience poor onboarding and most people are convinced that it affects their work afterwards."   "Skill masking is that people are actually hiding the challenges that they are having."   "Are your people motivated? And if not, address that—that’s what you need to address to be able to develop your organization."   “When you are able to instill a feeling of mastery in people that has a huge effect on their motivation.”   "A lot of people think that one [training] system or one approach will fit with all the different employees... and I think it needs to be a lot more nuanced than that."

Will Sentance, Founder at Codesmith and Visiting Fellow at Oxford University, explores why empathy is a foundational skill in engineering. He explains how empathetic interactions are core to building software, teams, and the trust necessary to scale tech-based companies. Will reflects on Codesmith’s mission to empower people through thoughtful communication in a non-hierarchical learning environment. He describes how empathy, as a relational tool, expands technologists’ critical communication capabilities driving clarity and collaboration, propelling their careers.     TAKEAWAYS     [00:26] Will is drawn to the intersection of analytical and intuitive disciplines from early education.   [01:45] Will feels a deep sense of possibility through his PPE studies and aims to pass that on.   [03:05] A mentor at Oxford influences Will’s brief foray into international relations at the UN.   [04:30] Not suited to be an employee, Will seeks autonomy and creative power in software engineering.   [06:00] Will finds software to be materially satisfying and empowering as a pathway to opportunity.     [07:20] A surprising response to an early JavaScript workshop reveals his teaching clarity.   [08:15] Struggling to understand complex concepts helps Will become a better educator.   [09:30] Codesmith is founded to be an alternative path to power by mastering technology.   [10:20] Teaching coding is not just technical but an empowerment vehicle for long-term careers.   [11:40] Thoughtful communication at CodeSmith recognizes others’ knowledge and emotional states.   [13:00] Empathy is about adapting communication to another person’s experience.   [14:30] Coding success requires explaining systems clearly—communication is as vital as code.   [16:10] Leaders like Sam Altman show that technical communication drives modern tech leadership.   [17:45] CodeSmith uses pair programming to instill empathy through precise verbal technical articulation.   [19:00] Empathy begins with self-understanding and is trained through iterative collaboration.   [20:20] Breaking down code for others builds resilience and fosters a capacity to learn continuously.   [21:45] How different learning speeds and imposter syndrome are combatted by sharing struggles.   [23:00] Codesmith instructors are alumni because lived experience cultivates trust and relatability with students.   [24:20] Will’s Oxford Fellowship explores how certain skills drive opportunity in an AI-transformed job market.   [25:50] The real skill is learning how to learn and explain complex ideas using unfamiliar tools.   [27:15] Codesmith interviews measure communication, problem-solving, and how applicants handle the unknown.   [28:30] The focus is on cultivating capacities, not just teaching frameworks or programming languages.   [29:40] Engineers and non-technical people alike must build clear, empathetic communication skills.   [30:55] Workshops for non-programmers empower leaders to engage confidently with technical concepts.   [32:00] Empathetic leadership respects team members’ potential rather than relying on rules-bound oversimplification.   [34:20] Scaling AI must be matched with scaling human trust across teams and organizations.   [36:00] Will warns against systems that machines understand but humans cannot, which risks alienation.   [37:30] Open-source tools preserve accessibility and transparency in a fast-moving tech landscape.   [38:45] Many leaders are not engaging with AI tools, missing key learning and leadership opportunities.   [40:10] Building the engineering mindset—problem-solving and communication—without coding.   [41:30] Struggle is not a problem in learning; it is the engine of understanding and growth.   [42:40] Empathetic development depends on trusted relationships and cannot be scaled without sincere human investment.   [44:00] IMMEDIATE ACTION TIP: Deep learning happens through struggle which takes place in trust-based environments, so build trusting relationships to facilitate learning.     RESOURCES   Will Sentence on LinkedIn Codesmith’s website     QUOTES   "The hardest part of coding isn't writing code—it's explaining code to others so that they can also either build it, understand it, or write it themselves." "Struggle is not a bug—it’s the engine of growth." "We train empathy like nothing else in the program. We train it through pair programming." "You can’t scale trust with AI. You need humans to scale trust." "We’ve even called it empathetic engineering at times. One of the principles of Codesmith is grow others even before yourselves." "It is not how vibey you are. It is not how chummy you are. It's pure and simply, can you precisely walk through based on the understanding of another person?" "Breaking something down means that I can have clarity about how I’m thinking about it, and therefore I can then build it up for you." "Struggle-based growth depends on someone else saying, ‘You’re important to me enough that I’m going to invest in you.’”