I recently returned from running our annual Workshop in Sydney. Alongside trying to find the best flat white in the city and dealing with jetlag, I was able to hear more about what is on the minds of our Australia based clients. At our workshop we discussed why companies need to build a narrative on the future of work, and how to build a future-proofed culture amongst other topics. There were three major takeaways for organisations that came out for me around the workshop.
- Think about your narrative
Despite increasing digital disruption and the rise of AI and analytics, organisations need to ensure they don’t forget the social aspects of change, and the power of stories over straight facts or data. Research has shown that stories impact people’s brains differently to facts, causing more connections in the brain and leading to closer relationships between the storyteller and the listener. People use stories as a way of understanding the world and this is particularly true when it comes to the future of work. Employees are looking to employers to provide a sense of stability and purpose in a rapidly changing world. Organisations therefore need to reflect on their own narrative on the future, thinking about what it will mean to work in their company and how work will be done in the future. Where are your non-negotiables? Where are you going to take a bet and what will stay the same? In considering questions such as these, companies can provide their workers with a story about where they are going, and how they will be supported along this journey.
- Abandon assumptions around aging
The importance of not relying on stereotypes and assumptions around aging also came out strongly in the Workshop. Longer working lives mean that organisations cannot make assumptions around the needs and desires of their workforce, particularly older workers. No longer is it always the case that a worker in their 60s is looking to retire, for example. Organisations need to make sure that their practices and processes are not based on erroneous expectations. They need to rethink the way they approach retirement, or what it means to progress in the organisation, so that people are not penalised if they want to downgrade their working hours without losing status in the organisation.
- Identify your influencers
Finally, the need to think about the cultural influencers in organisations was another important point. Rather than relying on hierarchical leaders, companies need to uncover the real influencers and work with them to drive cultural change. These influencers can be discovered through network analysis or crowdsourced conversations but should be brought in early on in the process to ensure the behavioural change so crucial so a successful culture shift.
It was great to hear from our members in Sydney, and we look forward to our next trip Down Under!
During my final year at University, students were approached by counsellors about taking lessons in mindfulness in order to help us cope with the stress of final year. Initially, I dismissed it as another one of those health fads claiming to be a panacea for all modern ills, but after hearing about the benefits from other friends, I decided to do some research. Mindfulness can be described as a way to focus one’s awareness on the present, so that you are more conscious of what you are doing in that moment. Essentially, it is a way to re-programme one’s mind to think in less stressful ways. Admittedly, as quite an anxious person, this resonated with me, and so now I try to incorporate mindfulness into my everyday life, and since starting here at Hot Spots Movement, I have been interested in how mindfulness could be transferred into my working life, and how it can help workers to be less stressed and ultimately more productive.
Over the past decade, research into mindfulness has exploded, with thousands of studies being conducted into its possible potential. The latest neuroscience studies are predominantly what transformed this practice from an ancient Buddhist concept into an exercise adopted by celebrities, businesses, politicians and the NHS. In 2007, scientists discovered that there are two different networks in our brain, two different ways we interact with the world: the default network and the direct experience network. The direct experience network is activated when you are being mindful; not thinking about the past, the future or about other people. It is argued that this way of thinking allows you to get closer to the reality of an event, making you more flexible and relaxed in the decisions you make.
Some of the world’s biggest companies such as Google, Facebook and interestingly, our Future of Work Consortium member KPMG are paying attention to these studies and are now offering mindfulness or meditation programmes as a way to make their employees happier and less stressed. For example, Chade-Meng Tan, a Google pioneer completely revolutionised Google through introducing the ground-breaking ‘Search Inside Yourself’ mindfulness programme to all employees. Perhaps this approach to wellbeing is one of the reasons why Google is consistently rated as the world’s best employer. Similarly, CEO Mark Bertolini completely reshaped the culture of Aetna when he joined in 2010, drawing on his experience of mindfulness, which helped him through a time of intense depression after a life-threatening skiing incident. He introduced free yoga and meditation classes to all employees, with those participating reporting on average a 28% reduction in their stress levels and a 20% improvement in sleep quality. Since Bertolini took over as CEO, Aetna’s stock increased threefold. The New York Times wrote an interesting article on this case study, finding that Aetna’s employees each gained an average of 62 minutes per week of productivity, which Aetna estimates is worth $3,000 per employee per year.
Another motivation behind introducing mindfulness into the workplace has been the immense pressure that workers are under today. According to the City Mental Health Alliance, 50% of long-term absences are accounted for by such stress, accumulating to 70 million sick days. More poignantly for employers, stress causes losses of £26 billion a year for the UK alone, and so it is no surprise that the leading innovative businesses have embraced mindfulness, in the hope that it will reflect in not only employees’ wellbeing, but also in productivity levels, and ultimately in profits.
I believe that introducing mindfulness into an organisation is a step in the right direction. Research may still not be able to unequivocally say that practicing mindfulness increases productivity, however the results of neuroscience studies are impressive and the case studies such as those of Google and Aetna show it is definitely worth investing in.
If you’d like to find out more about the benefits of mindfulness at work, please don’t hesitate to reach out to me at firstname.lastname@example.org
Last month I was lucky enough to watch a presentation by Professor Dan Cable of London Business School, talking about a concept called Learned Helplessness and how it is affecting performance at work. Learned Helplessness is a psychological theory initially developed by Martin Seligman in the 1960’s and can be seen in many different aspects of our daily lives. The theory states that in the face of aversive stimuli, which an organism is unable to escape from, the organism will eventually accept the loss of control and give up trying to avoid the pain.
We see this in real life, more so than we are potentially aware of. Weight loss programmes are a great example. Working as an ex-swimming coach I’ve seen dozens of people decide to lose weight and pick up a new exercise regime or diet expecting instant results. When these results don’t come immediately they give up and try a different one, and another and another, eventually reaching a point of learned helplessness where they accept that they can never lose weight and give up trying.
Another example occurred at the World Cup with the Spanish football team. Spain, a footballing giant and a favourite for many to lift the trophy, sacked their manager just two days before the beginning of the tournament. What resulted from this was an embarrassment for a proud footballing nation, Spain were knocked out, in the Round of 16, by minnows Russia. Now there are many factors at play, but one suggested was that many footballers (not just Spanish ones) are so dependent on their managers direction that they’re unable to think for themselves. The Spanish team had five world cup winners in their midst, almost 60 top-tier domestic titles between them all and combined almost 950 international caps. These professionals had the experience to play with any manager, no matter who they were, yet they felt helpless to think for themselves.
So, as a professional, why is this important for you? Well there’s evidence to suggest that many employers are inadvertently creating an environment of Learned Helplessness. Employees are put to task doing mundane repetitive jobs and they lose the ability to engage their brain’s “seeking system” which we use to explore our environment and most importantly experiment and learn new things. And it’s not just repetitive tasks that can foster Learned Helplessness. Many organisations have a culture of “zero-tolerance” to failure. It’s long been known that when workers feel anxious or afraid they no longer receive the physiological reward for being creative or curious, meaning organisations are missing out on those innovative ideas that could make all the difference.
But what can you do about it? How can you ensure your employees are constantly looking to innovate, be creative and learn new things and not in a state of Learned Helplessness? Well through our work here at Hot Spots Movement, there are a couple of ways which we find to be extremely effective in encouraging innovation:
- Ensure Psychological Safety
A common cause of Learned Helplessness in the workplace is a fear of the repercussions of failure and a perception that it is unwise to challenge the status quo. People must feel able to try new things and potentially fail. Google’s approach to this is well documented, with 10% of their people’s time dedicated to working on high risk, potential high reward projects, where failure is seen as a perfectly acceptable outcome for pushing the boundary. Further to this, employees should be comfortable challenging the norm and challenging leaders (within reason) as well. Just because “we’ve always done it that way”, doesn’t mean that it’s the right way and you should be encouraging your people to ask “why?”
- Encourage an Appetite for Learning
We’ve been banging the drum on this point here at Hot Spots for a little while now. “Good Work” is work that allows you to learn new things. As Dan Cable says, you must ensure your employees’ “Seeking Systems” are engaged to ensure they don’t just go through the motions at work, feeling powerless to change course or experiment. Instead, organisations must create an environment in which people seek to learn new things and where you aid them in developing skills and requirements for the future, not just the now.
- Demonstrate results
Finally, Learned Helplessness can easily result if people speak up about a new idea only to have it fall on deaf ears. If you really want your employees to be proactive, take on new challenges and elevate performance, then you need to visibly act on their suggestions or, at the very least, acknowledge the idea and explain what will happen next. It only takes a couple of instances of an employee’s idea being disregarded before Learned Helplessness sets in.
So, what’s the key message for you and your team? Consider the dynamic in your organisation: are people proactive in tackling challenges and crafting a way forward? Or is there a sense of inertia, suggesting a culture of Learned Helplessness? Spot this early and start making the small changes that enable your people to feel back in control.
If you’d like to find out more about how to prevent Learned Helplessness and how you can create a culture of learning and innovation within your organisation, then please don’t hesitate to reach out at email@example.com
According to Harvard Psychologist, Dan Gilbert, ‘all of us are walking around with an illusion, an illusion that we have just recently become the people that we were always meant to be and will be for the rest of our lives. However, time is a powerful force. It transforms our preferences. It reshapes our values. It alters our identities. We seem to appreciate this fact, but only in retrospect. Only when we look backwards do we realise how much change happens in a decade.’[i] Our research at the Future of Work (FoW) Research Consortium is indicating that this notion of transformations is becoming increasingly tangible and pronounced for three reasons: longer working lives, greater reflexivity and new social norms.
Longer working lives: More years have been added to life expectancy in the last century than in all previous millennia of mankind. A longer life means a longer working life, with some predicting that we will be working until we are 80. In this context, a longer working life provides more productive hours, presents more opportunities to be grasped and more identities to be explored. Simply put, longer working lives present an increasing range of possible ways of living.
Greater reflexivity: We are seeing an increasing disintegration of societal traditions enabling us greater freedom to think about and construct who we want to be. According to sociologist Ulrich Beck, we now live in a ‘risk society’ where tradition has less influence and people have more choice.
New social norms: An increased acceptance of homosexuality is perhaps the best example of new social norms forming. For example, whilst 70% of people believed gay marriage was wrong in 1973 this figure went down to almost 40% by 2010. In contrast, the percentage of people who thought that there was nothing wrong with gay marriage increased from just 10% in 1973 to over 40% in 2010.[ii]
Indeed, the rise in individualisation and its resulting impact on social norms explains why people are increasingly comfortable in both expressing and accepting a wider range of identities. What all this means is that each person at a given point in time has a spectrum of many possible selves. These possible selves are future articulations of who they might be and what they might do. They represent an ideal of what they might become, what they would like to become or what they are afraid of becoming.
What are your possible future selves?
[i] Retrieved from https://www.ted.com/talks/dan_gilbert_you_are_always_changing
[ii] Retrieved from https://www.theatlantic.com/business/archive/2013/04/the-rise-of-gay-marriage-and-the- decline-of-straight-marriage-wheres-the-link/274665/
[iii] Ibarra, H. (2004). Working identity: Unconventional strategies for reinventing your career. Harvard Business Press
by Anna Gurun, Research Manager.
How many times have you wished that there were more hours in the day? At our recent Masterclass, we explored how organisations can work with their employees to build a narrative on the future of work, and discussions on time as a resource particularly resonated with our members. Time is both a construct that contextualises our lives, and a resource that impacts the decisions we make for how to spend or save it, and therefore our happiness and well-being. So how can organisations rethink time to help improve the happiness and productivity of their employees? Here are two questions that will help you think about this in the context of your company:
- Do we really know how we spend our time?
For many professionals working in high-pressure jobs, time is status. The busier you are the more important you are. In fact, people often overestimate the number of hours they work, remembering their busiest week as typical. One study found that people estimating 75 plus hour work weeks were off, on average, by about 25 hours. To enable people to accurately assess how they are investing their time, organisations can consider new tools such as time-tracking apps that run in the background of computer operating systems. This replaces perceptions with data and could enable people to cut out activities that are taking time but adding little value. Better still, assessing an organisation’s culture to ensure that presenteeism is not an indicator of status will help people make effective decisions about when to work and for how long. This starts with leaders and line managers role modelling healthy work hours.
- Are we balancing our time horizons?
In addition to misunderstanding how we spend our time, we also make rigid divisions between the present/short-term and the future/long-term, with significant implications for decision making. A focus on the short-term can be constricting, with employees much less likely to invest in activities with delayed payoffs, such as learning. When people think short-term, they tend to view time as a scare resource and are more likely to make trade-offs, thinking about whether they should do something. Viewing the future as abstract, they put off decisions that could be beneficial in the longer term, like saving or learning. This is a problem for organisations, particularly those going through change and therefore requiring people to learn new skills and adapt behaviours. Research from the University of Stanford proposes that organisations take an elevated view of time. This involves viewing all units of time as equal. In this mosaic view of time, a day is like any other day, not more important because of its proximity to your present. This zoomed out perspective forces people to consider now and later, making the future less abstract and pulling potential opportunities into the present. 
Time is a key organisational resource, and to support employees in investing in their future learning and saving, companies must rethink time, starting with taking an elevated view.
Perhaps begin by asking yourself the questions above: ‘How accurately do I understand how I use my time? And, what is my default time orientation – short term or longer term?’ Then consider this in the context of your team. It may be the key to freeing up the most precious resource we have as individuals and organisations.
For more information contact firstname.lastname@example.org
 Yanofsky, D. (Oct 18, 2012), ‘Study: People claiming to work more than 70 hours a Week are totally lying, probably’, The Atlantic
 Mogilner, C. Hershfiel, H.E and Aaker, J. (2018) ‘Rethinking Time – Implications for well-being’ Consumer Pscyhology Review 1-41, 53