It’s been one month since our Future of High Performance Masterclass and we’re excited to soon be sharing our Report with members of the Future of Work Research Consortium, which will present the key findings from our extensive research on this theme. The Masterclass was packed full of insights, activities and opportunities to network and share good practices. We had three fantastic guest speakers on the day, so here are my key takeaways from their insightful contributions.
Dr. Randall S. Peterson, Professor of Organisational Behaviour at London Business School, spoke to delegates about the power of collaboration in high performance teams. My favourite takeaway from Randall’s presentation was about how research shows that the best teams are the most diverse – but so are the very worst teams. He argued that the key was in the management of these teams. When diverse teams are managed well, members have access to a variety of sources of information and have opportunities to learn from each other and grow. However, when teams are managed poorly, it gives rise to task conflicts (disagreements around the content of the work), relationship conflicts (personal disagreements) and process conflicts (disagreements about the logistics of getting work done). Creating common understandings of problems, encouraging information sharing and promoting psychological safety and belongingness are a couple of ways to begin managing conflict and supporting high performance teams.
Tom Ravenscroft, founder and CEO of Enabling Enterprise, identified three major myths about human skills which need to be formally debunked. The first is that these skills are innate and that there are some “natural” team players. The second myth is that these skills are picked up by osmosis and simply “rub off” on people, rather than needing to be taught. The third is that these skills lie latent and that, in the “right situation”, people will show these skills. Organisations need to abandon these assumptions in order to make real progress towards building the skills of the future.
Lynda Gratton, Hot Spots Movement’s founder and CEO, told delegates about her main impressions from the World Economic Forum’s annual meeting in Davos this year – you can read her full blog for MIT Sloan here. Lynda stated that one hot topic was that work is undergoing a major transition, as technology demands that people upskill and reskill more rapidly than ever before. At our Masterclass, one of our delegates asked Lynda a fascinating question: how can CEOs continue to be creative when they are under increasing pressure to take immediate action to address this transition in work? Our research indicates that CEOs need the support of HR to look beyond the short term and develop a narrative on the future of work. By developing a point of view on learning and making their involvement and investment in learning initiatives a priority, they can help their people to develop the skillsets necessary to transform and adapt.
So, some key questions to consider when thinking about high performance in the long term are:
- Am I building the uniquely human skills I will need to succeed in the future of work?
- Am I harnessing the power of diversity in my team?
- Does my CEO have a clear narrative on what our organisation will look like in the future and what we need to do and learn in order to get there?
As our definition of high performance changes, building our skillsets and prioritising our interpersonal skills and development will help us to become more future-proofed. Drop me an email if you’d like to have a conversation about high performance at email@example.com.
 Lynda Gratton, ‘Five Insights From Davos on the Future of Work’, MIT Sloan Management Review Blog (2019).
 FoW, Building Narratives on the Future of Work Masterclass Report (2018).
In his 1994 book, ‘The Age of Diminishing Expectations’ Nobel Prize-winning economist Paul Krugman, perspicaciously argued that ‘productivity isn’t everything, but in the long run it is almost everything’.[i] When one considers that productivity is perhaps the main driver in an economy’s ability to grow and therefore also the greatest predictor of the standard of living for a given person or group of people, it is difficult to disagree with Krugman’s contention.
In essence, productivity is defined as output per hour worked. In recent years, however, within the developed world productivity levels have been lagging. To elaborate, the recent ‘Skills and Employment Survey’ highlighted that in the UK, labour productivity has historically grown by around 2% per year since the 1970s, but since the 2008-2009 recession it has stagnated and has failed to climb back to its prerecession growth rate.[ii] This unprecedented and unexplained slump has become known as the ‘productivity puzzle’ and is an issue that has caused widespread concern amongst economists, business leaders and governments within the developed world.
As productivity levels continue to stagnate, organisations are implementing AI solutions which are reminiscent of Charlie Brooker’s superb dystopian TV show ‘Black Mirror’ to help boost productivity levels. Amazon, for example has recently patented a wristband that tracks the hand movements of warehouse workers and uses vibrations to nudge them into being more productive. Veriato, a software firm, is able to track and log every keystroke employees make on their computers in order to measure how dedicated they are to their role and the company.[iii] In Helsinki, a digital innovation consultancy named ‘Futurice’ has installed sensors that can track an employee’s every move in the office, even in the toilet.[iv] Such technologies fall under the remit of what experts call the internet of things (IoT). Employees report mixed feelings about these new technologies, with a Harvard Business Review study revealing an approximate 50/50 split between those who believe AI technology enhances productivity and those who either disagree or feel its impact is neutral.[v]
The appeal of using advanced AI from the organisation’s perspective is clear and, although surveillance at work is not a new concept (factory workers have long clocked in and out), the scale to which certain AI technologies can now be used to monitor the productivity of the workforce is leading some commentators to suggest they are bordering on Orwellian. This inevitably raises acute philosophical questions about the ethical underpinnings of applied AI in the workplace. Indeed, just how far are organisations willing to go in the pursuit of productivity? Finding the balance between safeguarding basic privacy, workers’ rights and enhanced productivity will raise some moral dilemmas for organisations, and will no doubt become central to AI discourse in the coming years.
Finding this equilibrium will not be an easy task for organisations. A recent RSA report on the ethics of AI suggests there is a public perception that we may be surrendering too much power to AI technology.[vi] One thorny issue is that existing ethical frameworks are often incompatible with the world of technology. Science has attempted to develop ethical frameworks before – from Asimov’s Three Laws for Robots to Nick Bostrom’s work on ethics. Adhering to these frameworks can be problematic, as humans often find it difficult to develop virtues for their own conduct, let alone build relevant virtues into new technologies.[vii] The debate around ethical AI must also consider how certain workers are better equipped than others to prevent employers going too far. For example, those with a specialist, in demand skill-set stand a greater chance of resisting any unethical implementation of AI, whereas those in insecure forms of employment such as zero-hours contract workers in low-wage industries, have considerably less leverage.
In the current economic climate, solving the productivity puzzle is an alluring prize for organisations. However, if organisations wish to solve it using certain AI, it must be conscientiously executed with a strong injection of humanity to help ensure workers can retain a sense of dignity in their work during this period of accelerated and uncertain change.
[i] Krugman, P. (1994) The Age of Diminishing Expectations. Cambridge, MIT Press
[iii] The Economist (2018) AI in the Workplace
[iv] Burke, C (2016) In offices of the future, sensors may track your every move – even in the bathroom (The Guardian)
[vi] Balaram, B (2018) The Ethics of Ceding More Power To Machines (RSA)
[vii] Dalmia, V. Sharma, K. (2018) The Moral Dilemmas of the Fourth Industrial Revolution (World Economic Forum)
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
What incites people to deliver their best performance? I have been exploring this question for some years now and I am increasingly of the view that the answer lies in empowering people. People will be most committed and motivated to the organisation when they feel their day-to-day work environment is autonomous. They need to believe they have a sense of control over their work or they may adopt what psychologist Martin Seligman at the University of Pennsylvania termed ‘learned helplessness’, where they basically stop taking initiative.
Building a culture of trust is what will truly make a significant difference. Research indicates that people in high-trust organisations are more productive, have more energy at work, suffer less chronic stress and stay with their employers longer than people working at low-trust companies. Simply put, when companies trust people to choose which projects they will work on, they focus on what they care about most and this powers greater performance.
An important caveat to remember here is that autonomy is a double-edged sword. On the one hand, it can fuel creativity and performance. On the other, autonomy can also lead to ambiguity and chaos. This is because the effects of empowering people are largely impacted by how people perceive their leader’s behaviour. People may perceive greater autonomy as an indication that the leader trusts them and is providing them with opportunities for growth or they may see empowerment as evidence that the leader can’t lead and is trying to avoid making difficult decisions. In the latter example, people may become frustrated about their role, leading to worse performance. It is therefore vital that when trying to empower people, the leader makes sure people are equipped effectively to perform their jobs. To make this happen, an ongoing discussion of the needs, obstacles, what is working and what is not working is of paramount importance to the development and upkeep of an autonomous working environment. Indeed, providing people real autonomy requires hard work of crafting all the incentives, practices and processes that actually empower employees to be autonomous. A good practice illustrating how to approach autonomy is the Swedish company Spotify as they have largely succeeded in maintaining an agile and autonomous mindset without sacrificing accountability.
Please send any ideas or examples you have on building an environment that empowers people. I would love to hear them!
 Monarth, H. (2014). Make your team feel powerful. Harvard Business Review
 Zak, P. (2017). The Neuroscience of trust. Harvard Business Review
 Mankins, M. & Garton, E. (2017). How Spotify balances autonomy and accountability. Harvard Business Review
Last week I was speaking at an event for an energy company in the Nordics.
The night before the event we were having dinner together and I noticed people avidly checking their phones for the latest score in a sports match of seemingly national significance. When I asked what sport it was I was surprised to learn that it was a chess match. How could a potentially slow-paced game attract so much attention in real-time I pondered?
Now contrast this with another sports event, when FIFA took football (soccer) to the USA. They were asked to shift the pace of the match from two 45-minute halves with a break (standard football timings), to more of a basketball format, with 20-minute sessions and three breaks. The US television channels claimed that an American audience shouldn’t/couldn’t/wouldn’t watch 45 minutes straight without a breather.
While these are just anecdotes rather than careful analyses of each of the countries or cultures in question, they do hint at something we should perhaps pay more attention to in our lives: pace.
This is something I’ve examined in myself in recent years, when I’ve thought about what I’m good at and why I struggle with other endeavors. One example is when I first started speaking at events. My biggest challenge was to talk at a slower pace so that I could be clearly understood, but no matter how hard I tried, I couldn’t do it.
I eventually realized that the speed at which I spoke was innately tied up with the speed at which I approached just about everything in life, perhaps under the impression that that made me more productive. This meant that in order to speak more slowly, I had to practice just ‘being’ at a slower pace. I made myself walk slower, breathe slower, eat slower…. and only by doing all of those other things was I finally able to master presenting at a coherent speed.
It turned out that what I really needed to do was step outside of my comfortable pace of being, and learn to operate in another rhythm. It was a realization that for me, made the difference between excelling at something that was critical for my role, or continually falling short.
Now, pace isn’t something we talk much about at work, but perhaps it should be. We all have a natural pace that makes us great at certain things, but holds us back in other respects.
Maybe take a moment today to consider your natural pace – are you a chess match or a basketball game? And then practice ‘playing the other sport.’ What does it feel like when you simply walk a little faster or slower? What would you be better at if you sped up or slowed down at work? It may be that getting comfortable with a different pace, a different rhythm is the key to helping you master something you’ve been grappling with for years.
 Surely a turn of phrase that gives away how little I know about sports, let alone writing about them
 I appreciate the advertising community may have had something to do with this narrative
Over the last couple of years, I’ve been learning the art of Improv. For those of you who have never experienced such joy, Improv is a form of completely unscripted theatre or comedy, where a group of fully-grown adults create a story, characters and some kind of plot completely in the moment. As we walk onto the stage we have no idea who our character will be, where the scene is, or what the relationship is that we have with each other And yet, somehow it works. Somehow, we create something that is coherent, makes sense and sometimes – just sometimes – is hilariously funny.
Now, if this were a team in an organisation, we would consider it doomed to fail: No goals, no clarity on team roles, no accountability – no chance. But in this domain it succeeds. It got me thinking about what it is that makes it possible for Improv to… well, just work really, and what that could then teach us about creating successful teams in organisations. It all starts with three simple rules that allow everything else to follow freely:
#1 Listen to offers
The first time I got on stage to do an Improv scene my mind was screaming to me: “Say something. Anything. For the love of God fill the silence!” The result: disaster and a very public way to learn the hidden beauty of staying quiet and listening. And so comes the first rule: listen to what others are offering. The only way that something unscripted can work is if you are truly listening to all the cues your team are sending you about where you are in the scene, who your character is to them, and what the hell’s going on. Likewise, they need to be listening out for every possible piece of information from you so that you can all create something together.
There are many parallels here to what we see happening in teams. I can recall so many meetings in which it’s seemed like we’re all working off a different script. And why? Because that’s exactly what we were doing. We were armed with our own individual scripts about what we wanted to achieve, our foregone conclusions about the matter, ready to force that on others whether consciously or without even realizing that’s what we were doing. Next time you’re in a meeting with your team, try leaving the script behind. Make a conscious effort to focus and hear every ‘offer’ made by the other person. Every sentence, every word.
#2 Accept offers
The most awkward moments in Improv are when one actor makes an ‘offer’ in terms of what’s going on in the scene, for example: “Hey, great to bump into you. We always seem to see each other at this same park” only for their fellow actor to reject that offer and instead pursue their own agenda: “This isn’t a park it’s a school classroom, what were you thinking?” There’s really nowhere good to go from that point. It’s a clear rejection and now you are both completely lost somewhere in a… school parkroom? Or a park school class? Huh? When this happens in Improv it’s painfully visible and the chaos that ensues is immediate.
Once again, having learned this the hard way in performances, I’ve become particularly aware of it in other realms of life and work. How often do we listen to someone’s idea (offer) only to reject it, either subtly by moving the conversation back to our own brilliant idea, or by outright declaring it impossible due to a set of constraints reeled out too quickly to be a true response to what we’ve just heard?
I think the reason we find this so hard is because it requires us to be vulnerable. In a scene, if I accept someone else’s offer in terms of where we are or what our relationship is, then I have to put more thought and energy into responding than if I were to simply shut it down and force my own idea – inevitably one I’m more comfortable with. It’s unknown territory and I can’t guarantee I’ll sail through it. Likewise, exploring someone else’s way of thinking at work means letting go of our reassuringly familiar reality to step into theirs. It’s uncomfortable. As a leader, you may feel you need to add value by having the vision and providing clarity of output. You may feel that if you’re not driving the meeting or the project, then you’re not doing you role as a leader. However, the two are of not mutually exclusive at all.
Next time you feel yourself inclined to say no to an idea – to reject someone’s offer – perhaps take a moment. Acknowledge that it feels a bit uncomfortable and then stick with it. It may be that the discomfort lasts only a few moments and is the path to something you never thought possible.
#3 Make other people look good
Every so often, I’ll be in a scene and see an opportunity to throw in a line so witty it’s sure to have the crowd thinking, ‘God she’s hilarious’. And every time I’ve given into the temptation it’s resulted in a soul-destroying awkward pause. Now, while this is no doubt useful feedback about the quality of my jokes, it’s also a fairly unanimous experience in Improv. Why? Because Improv is about teams, not stand up comics, and any attempt to elevate yourself over and above your fellow Improvisers just destroys whatever it is you were creating together.
And so comes the third rule: make others look good. The logic is pretty simple when you think about it: if everyone does it, then everyone ends up looking good. Lovely. So what happens if we take this approach in our teams? If we all go in agreeing that our role is to make our team members look good rather than being our individual best?
This doesn’t mean that individual performance is completely negated, but that in an environment in which no one superstar (or stand up comic genius) is sufficient to succeed, we all embrace working together. We all help amplify the performance of others and bask in the great feeling that comes with knowing that they will do the same for us. This is how we can unleash additional value, enabling others else to shine and then building on that ‘greatness’.
These rules are pretty simple. But what resonated with me was how incredibly important they are in any successful collaboration – whether it be a friendship, a relationship, a project team or maybe even an Improv group. And that they are mutually reinforcing. Follow one of the rules avidly and you’re sure to find yourself deploying the other two: really listen to the other person in your team and you will find yourself immediately more likely to accept their offer and help them look good.
In increasingly unpredictable and unscripted worlds, perhaps now is the time to truly embrace improvisation.