• Transforming Work with Sophie Wade

  • 著者： Sophie Wade
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Transforming Work with Sophie Wade

著者： Sophie Wade
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  • Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.
    © 2021 Transforming Work
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あらすじ・解説

Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.
© 2021 Transforming Work
マネジメント 政治・政府 経済学
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エピソード
  • 132: Stephan Meier - Behavioral Economics at Work: Endorsing Employee Centricity

    132: Stephan Meier - Behavioral Economics at Work: Endorsing Employee Centricity
    2024/11/22
    Stephan Meier is Professor of Business Strategy at Columbia Business School and author of "The Employee Advantage: How Putting Workers First Helps Business Thrive". Stephan discusses behavioral economics' role in social dynamics and decision-making. He explains the importance of intrinsic motivation and fairness at work and how new business conditions require trusting leadership and empowering employees. Stephan shares insights on fostering collaboration and social cohesion in teams, balancing monetary and non-monetary incentives, and designing systems that enhance meaningful work experiences and drive sustainable success. TAKEAWAYS [02:27] Stephan was fascinated by history but studied economics to understand the world better. [03:19] Traditional economic models, though predictive, lack alignment with human behavior. [04:09] Stephan explores behavioral economics to study non-rational behaviors and model deviations. [06:03] For his PhD, Stephan researches intrinsic motivations and non-selfish human interactions. [08:08] Early management models assumed people are lazy therefore control and incentives were essential. [09:01] Lack of training to support employee-centric versus control, incentive mechanisms. [11:06] Stephan’s thesis emphasizes intrinsic motivations and the joy achieved by helping others. [12:01] Fairness and social norms are important to foster collaboration and group motivation. [13:00] How monetary incentives can undermine social relationships. [14:21] The dynamics of social and intrinsic motivation compared with financial motivation. [17:13] Stephan’s Federal Reserve work focused on behavioral economics and improving financial decision-making. [19:31] How people revert to status quo choices when tired and lacking nourishment. [22:00] Money affects work-related decisions for people who are distracted by financial stressors. [23:33] How behavioral science and economic rational competition determine our behaviors which need to be balanced. [24:50] We overestimate our own decision-making abilities, not conscious of influential factors. [25:35] How managers, as humans, are affected by layoffs and unemployment benefits. [28:32] Thinking about employees like customers and improving their experiences. [29:11] Competition and transparency are two key reasons for the new employee emphasis. [30:27] A third reason is having more data and tools to personalize work experiences. [32:35] Employee centricity: fixing pain points and finding moments that matter along the Employee Journey. [33:21] The need for constant feedback and innovation to improve employees’ experiences. [35:07] What really motivates people and using technology to enhance not destroy this. [35:52] At the current pace of change, the importance of trusting relationships and autonomy. [36:35] Especially in AI-integrated, flatter companies, we need to empower employees. [37:20] Upskilling employees by matching them with opportunities just as Netflix matches viewers with their preferences. [40:00] Flexibility and relatedness are important motivators to consider when optimizing hybrid and remote work models [40:16] IMMEDIATE ACTION TIP: To achieve a more employee centric approach, tap into two motivators: flexibility, giving people autonomy about how, when, where to work; and relatedness having social interactions which include in person. [41:45] Leaders need to embrace behavioral insights to adapt for new working environments. [43:16] Being intentional about workplace culture and coordinating office-based working. [45:30] Treating employees well is a win-win. [46:30] We must understand what motivates employees and use technology to enhance these motivators. RESOURCES Stephan Meier on LinkedIn Stephan’s website Stephan’s book “The Employee Advantage: How Putting Workers First Helps Business Thrive” QUOTES “If we think people are lazy and we want to control, technology gives us the amazing tools to control to the level that we never could before. But that will be exactly destroying everything about the trusting relationship.” "If you integrate more AI, normally the hierarchies become flatter. Now you actually need teams who work more autonomously. You empower them and it's a very different way of managing because you now have to trust them as well.” “The same trends that led to customer centricity lead to employees centricity. We actually have a lot of tools about customers that we can now apply to employees. We can figure out what are the pain points, what are the moments that matter or whatever you want to call those for our employees to actually delight them.” “We do have to empower employees more. Top down works really well when it's relatively stable and not changing in working when it's moving fast, you have to change.”
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    49 分
  • 131: Heather McGowan - Empathy Meets AI: Expanding Cognitive Capacity and Workplace Potential

    131: Heather McGowan - Empathy Meets AI: Expanding Cognitive Capacity and Workplace Potential
    2024/11/15
    Heather E. McGowan is a keynote speaker and author of The Empathy Advantage and The Adaptation Advantage with deep experience in the Future of Work field. She describes the importance of empathy with AI's growing influence and fostering a connected, resilient, and adaptable workforce. Heather discusses how AI can transform cognitive work and why leaders must shift from relying on their own expertise to harnessing collective intelligence. She explains how the promise and tacit agreement of work has changed, leading to younger generations’ focus on mission, impact, and mentorship. TAKEAWAYS [02:35] Interested in human behavior and art, Heather goes to RISD to study industrial design. [04:00] Heather learns to ask the right question – is the process, not the product, that matters. [04:54] Observing people helps Heather identify unarticulated needs, as seen with the Swiffer. [06:21] Heather designs various products then does an MBA to bridge design and business. [07:36] Her mentor’s influence directs her towards ESG-focused private equity work. [09:49] Integrating design and business, Heather works in academia for several years. [10:50] Heather starts defining how work is changing for her academic and corporate clients as the Future of Work emerges. [12:24] Challenging the concept of having to take single discipline courses before collaborative studies. [13:00] The importance of having a common mindset around problem solving. [13:31] Using basic systems thinking to understand the impact of solutions. [14:33] Interesting reactions to mixed-year participation in courses. [15:25] How people responded to integrated design-thinking projects. [16:15] Heather gets delayed positive feedback to their innovative approach. [16:39] Insights from Heather’s experiences in education such as getting people to think propositionally. [17:00] The genesis of the Adaptation Advantage book. [17:45] The impact of set occupational identity and the rigid 'education-career-retire' model. [18:26] Lifelong learning with learning and careers overlapping not sequential stages. [18:55] Retirement is not good for us, now that life expectancy has increased. [19:30] The AARP starts to focus on people’s ‘next’ or ‘encore’ chapter rather than ‘retirement’. [20:46] Heather’s research and writing focuses on Future of Work tacit vs explicit knowledge. [21:17] Explicit knowledge can be automated, while tacit knowledge needs human interaction. [22:15] AI as a “third lens” for understanding human cognition and expanding our capabilities. [23:39] Heather warns that over-reliance on automation risks atrophying our skills. [24:59] The benefit of enhancing cognitive capabilities, not just reducing costs. [26:16] The long broken agreement about work between employers and employees. [27:38] Gen Z seeks mission, meaningful work, and mentorship since there is no job security. [28:04] Empathy is necessary to connect with employees and understand their mentoring needs. [28:55] Leaders must not rely on individual intelligence but shift to collective intelligence. [30:34] Heather predicts AI will disrupt cognitive work much like electrification disrupted labor. [31:28] Heather connects rising polarization with declines in socialization and greater loneliness. [32:08] How our brains are shaped for agitation because of our solitude. [33:00] Workplaces serving as essential social trust-building spaces. [34:32] Leaders must build trust through authenticity, logic, and empathy. [35:30] The compelling letter Airbnb’s CEO wrote to employees being laid off. [37:36] Being transparent about the challenges of fast-changing circumstances. [38:16] Human-centered policies which optimize for thriving employees improve retention and financial performance. [40:45] When leaders reach a very senior level in organizations their empathy decreases. [42:47] Heather encourages reweaving the social fabric to foster collaborative exploration. [44:16] IMMEDIATE ACTION TIP: Talk with coworkers about shared values. Ask how they're doing, if they're getting enough sleep, if they're working on a project that is meaningful to them. Share experiences where you've been able to bounce forward, not back. Your job is to help your team adapt to change and become the next best version of themselves. RESOURCES Heather McGowan on LinkedIn Heather’s website Leading the Day After article Sven Hansen and the Reliance Institute Letter from Brian Chesky, CEO of Airbnb, to employees Frances Frei, HBS Professor QUOTES “We need to start taking longer strides and putting greater visions out there and say it's going to be hard, but it's going to be worth it." "Trust comes down to three things. Authenticity, logic, and empathy. So authenticity is do people experience the real you? Do they feel like you're giving them the honest...
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    47 分
  • 130: Luis Velasquez - Every Day Resilience in a Evolving Work Landscape

    130: Luis Velasquez - Every Day Resilience in a Evolving Work Landscape
    2024/11/08
    Luis Velasquez Ph.D. is the author of Ordinary Resilience, an executive leadership coach, and former research scientist. He describes his journey after a brain tumor forced him to leave academia and reinvent himself, using endurance sports goals during recovery. Luis explains how resilience means defining who you are, accepting your circumstances, and adapting to change, not toughness. He emphasizes intentional reframing, focusing on what you can control, and building relationships to foster social resilience and weather challenges. Luis shares insights and mental models for leaders managing teams as we navigate change at work and beyond. TAKEAWAYS [02:27] Instead of becoming a farmer, Luis loves science and does a Ph.D. in molecular biology. [02:59] Luis returns to Guatemala after a scholarship to college in the US, as he had committed to. [03:38] Luis takes the hardest class—plant pathology—wanting to improve resistance to disease. [04:49] Becoming a professor of fungal genetics, Luis wants to protect plants. [05:40] Suddenly, Luis gets a brain tumor and his full life stops. [06:50] Luis describes growing up amidst poverty and political violence in Guatemala. [07:24] Surviving the tumor, Luis's ‘recovery’ goal is to run a marathon which takes him a year. [07:57] Luis has to reinvent himself and recognizes ‘what I do is not who I am’. [09:18] Luis gives his tumor a funny name and begins his second journey. [10:00] Exploring the various ways Luis can use the same tools; he chooses Human Resources. [12:21] With reflection and research, Luis realizes everyone has resilience within that they can access. [14:07] Overwhelming amounts of information now at work put us in a phase of beginners. [15:02] In flatter organizations, how can we learn what we need to know? [15:53] We must be intentional about connections, not optimizing meetings only for efficiency. [17:32] How trusting relationships change interpersonal dynamics. [18:45] The power of social resilience, including allowing us to mimic solutions. [20:07] The most important question is ‘what is the problem you are trying to solve?’ [21:48] Resilience is not changing, but adapting, who we are. [22:44] Luis’s niche is helping people who are difficult at work, often misunderstood. [23:31] When intention is not aligned with action, and how to motivate alignment. [24:43] What small adjustment can be made to fulfill your intention and be perceived differently? [26:34] How entrepreneurs perceive failure if they attach their identity to their product. [27:55] The mental model that separates outcomes and outputs. [29:46] The power of reframing – such as the difference between a position and an option. [32:13] Younger employees are afraid of making mistakes and losing face. [32:58] The three types of failure and the issue of not clarifying when failure happens. [33:58] Resilience: taking a small risk, being able to make a mistake, adapt, and improve. [35:25] Luis's mental model ANT: an Annoying Negative Thought! [36:08] How to dispel swirling negative thoughts. [37:05] Everyone has what it takes to be resilient - a commitment and a decision to move forward. [38:11] IMMEDIATE ACTION TIP: To be more resilient to change, describe yourself—who are you? Then give yourself permission to move forward in the direction you want. Make a choice. Make a decision as the first step. RESOURCES Luis Velasquez on LinkedIn Luis’s company VelasCoaching.com Decisive by Chip and Dan Heath QUOTES edited “I realized that who I am is not what I do or even what I have.” “I learned over the years that the world doesn't belong to the people that know the most but to the people that learn the fastest.” “We all are in a phase of beginners because we cannot know everything…Right now, a lot of the things that we are trying to work on, we don't even know how to start. Everybody's doing something new.” “Whatever problem you are having, whether it is a work or in life, somebody already went through that. All we need to do is ask…If you are socially resilient, you will find people who are going to solve your problem.” “The entrepreneurial spirit is not tied to the product…Separate the identity of these individuals [entrepreneurs] with what they're trying to accomplish. Those are two completely different things.” “When you take a position, it's very hard to defend. And it's also very hard to see other options available. But if you shift it and say this is an option – how else can we do it?” “Younger employees are afraid of making mistakes. Losing face is a big issue. I think that that fear comes from the inflexibility of organizations to accept mistakes and failures.”...
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    41 分

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