I'm not a chef and I certainly don't play one on TV. What I can do though, is cook up one unappetizing recipe for terrible managers, expertly crafted using a mix of stale culture, self-serving behaviors, and undercooked training. Bon Appétit!
Generational shifts in leadership are coming, with Gen X taking over from Boomers and Millennials rising quickly. With each group having its quirks and strengths, the future of work and corporate culture will be unlike anything we have seen before.
The CAUSE model just got a boost with a new Talent Agency block that helps employees with career paths and role matching. By continuing to build upon the CAUSE model, we can make corporate structures more people-focused and less about old-school management styles.
Down with the hierarchy! While traditional corporate hierarchies have big challenges, there hasn't been many changes. I propose a Co-equal, Aligned, United, Self-directed and Empowered (CAUSE) model. This will enhance agility, transparency, and employee engagement while finally addressing cultural issues like silos and self-preservation.
Successful mobility programs require the alignment of skills, competencies, and proficiencies, as well as a supportive culture. There are also economic principles that influence job openings and mobility demand. These principles are driven through the integration of people and business strategies.
Job mobility programs primarily benefit early career, risk-taking individual contributors rather than managers or leaders. Even then, it could mostly occur during a specific window of time. Through some additional reasoning, we further refine this into a 5 year period.
Although job mobility can influence job satisfaction, it may be more about job variety instead. Innovative approaches like gig marketplaces seem to address this, but enhancing the employee experience could be a more cost-effective route.
Job mobility helps companies fill roles and lets employees explore careers. Yet, internal mobility faces cultural, managerial, and cost-related barriers. Employees should actively build skills and pursue growth, aligning with supportive organizational environments to maximize opportunities and career development.
Understanding employees can be overrated since it usually gets distilled as an academic exercise with little or no action. Empathy, however, especially for front-line employees, can be a huge unlock when personally experienced. Here are some examples.
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