May the force be with you
THE world of work is changing. That is hardly news, but what does it mean for the new generation of young leaders?
How do they ride the changing tides and create their own waves?
Technology has disrupted many domains and continues to play a significant role in the changing nature of work.
While the digital arena helps some businesses thrive, it leaves others struggling to compete with their technological/robotic counterparts who are “always polite . . . never show up late . . . never slip-andfall, or lead to an age, sex or race discrimination case”.
The fear of being replaced by machines is not only felt by people who perform routine tasks, such as supermarket cashiers, but also those in skilled jobs, such as financial analysts.
Even legal aids are threatened by “robot lawyers”.
As AI, VR and automation become part of our daily vernacular, people are understandably becoming more fearful.
This screams for leadership that can help us all to navigate through the turbulence.
But we are in new territory. Where do young Jedi find the way without Yoda?
Accepting the challenge — the call to adventure — is the first positive step in the hero’s journey.
Young leaders can devote their energy into re-organising the chaos generated by the digital disruption.
The ability to make sense and take advantage of the new reality is an essential characteristic of successful leadership.
Uniting people to look beyond the immediate problems, towards a new vision in a time of crisis, instils trust and confidence.
Skills in demand are shifting towards non-routine cognitive skills, social-behavioural skills, creativity and digital savviness.
Short-term engagement brings agility and flexibility to organisations and the marketplace. It also challenges permanent employment.
If routine tasks are inevitably being automated, how do people diversify their skills when they are surviving to make ends meet?
If permanent employment becomes increasingly rare, where do people find the sense of security that allows them to flourish?
If innovation and creativity are key to the future, what do we need to put in place today to ensure the future is a place where we want to be?
Leadership is not having all the answers. It is pooling the right people together, asking the right questions, and motivating everyone to play a part in a solution that benefits the most in the long run.
The research project, Jobs of the Future, by Ford Australia, in partnership with Deakin University and Griffith University, reported 100 jobs of the future that we have never heard of, such as cyborg psychologist, fusionist and data waste recycler.
Mercer Talent Trends 2019 reported, despite the value of job redesign, 65 per cent of employees still wanted defined jobs.
Role ambiguity has long been recognised as a main stressor for employee wellbeing and satisfaction.
Appreciating individuality, recognising the spectrum of needs, learning how to provide clarity to others in times of uncertainty, and showing support for those who work better with structure and security will exemplify great leadership.
The real tension in leadership is showing humanity.
There is no formula for wisdom, there is no algorithm for empathy. Human values are the guide sticks for young leaders on a treacherous path.
When they can not only take advantage of the opportunity digital culture brings, but also manage the inherent issues and challenges, we will see some real waves.
Visit 100jobsofthefuture.com Psychologist Caroline Rosenberg is undertaking her PhD in leadership at Deakin University.