What are the most important steps leaders need to take when it comes to developing talent for the future of work ? Frans Campher , Programme Director at Imperial College Business School , outlines four areas all leaders need to consider .
I am fortunate to speak to leaders from various industries every day , so I see some of the challenges we face individually and collectively .
One of the patterns that intrigues me most emerges when I ask “ who in your organisation is responsible for developing your talent for the future ?”. Most tell me that either their HR , talent development or learning and development departments ensure that talent is attracted , retained and nurtured within their firms .
However , in my experience , the very best leaders own their talent ’ s development , taking an active role in professional development and relying upon HR and similar functions to support them in these endeavours . Effective future leaders need to not only be lifelong learners themselves , but also model and create the same mindset within the people to whom they have a responsibility .
The World Economic Forum expects that up to 50 % of the current workforce will need to reskill or upskill by 2025 . I don ’ t have to outline the tsunami of change we as leaders face every day : the technological advances that are hard to comprehend , the COVID-19 pandemic that has further changed the future of work in ways that we cannot yet understand , and the war for talent that rages as fiercely as ever .
The pandemic has raised the bar concerning creating trust in the right environment for people to be seen , heard and recognised
Significant demographic shifts are also impacting the future of work ; massive economic changes are afoot , along with great social change . The younger talent in our midst is in a hurry to get ahead , and we are losing intellectual capital as older folks either fail to keep developing their skills , or leave our businesses .
What does that mean for leaders and managers right now and in the future ? In our view , leaders will need to deal with some interesting questions in the near term . If you are a leader looking to ensure you can continue to maintain and encourage talent development for your organisation there are four key things to consider – and some questions you should be asking yourself .
1CREATING AN ENVIRONMENT FOR LIFELONG LEARNING
What are you doing to create the culture , psychological safety and environment for your people to be lifelong learners ? Owning the talent development plan will be a critical aspect of your success in the long term .
How are you inspiring their intrinsic motivation to be curious about the shifts taking place in our uncertain world , and how they will make a positive impact ? Being a leader who understands that humans are complex and paradoxical , and understanding what motivates and inspires each individual , will be critical .
What are you doing to create regular learning and development opportunities for staff ? Are you providing challenging projects and opportunities for growth and ensuring visibility of their successes ? Being purposeful about recognising the possibilities for your people to grow and develop will need to be part of your daily practice .
2
ESTABLISHING AND MAINTAINING PSYCHOLOGICAL SAFETY
Are you paying close attention to the trust equation by creating safety for your people to experiment , fail and learn ? The pandemic has raised the bar concerning creating trust in the right environment for people to be seen , heard and recognised .
When did you last update your ways of working to ensure that each of your people can get the best from you and you from them ? All too often , we fall into working patterns that are not productive and need updating from time to time .
How have you set expectations to create alignment and ensure execution ? We will need to be explicit about our expectations for each other by treating every relationship as an adult-to-adult experience , where what needs to be said can be said .
When did you last listen to learn , rather than to impart your point of view ? It is essential that you listen to understand , rather than waiting to speak . Creativity and innovation live here , by being open to different perspectives , new ideas and points of view .
3
SKILLS FOR THE FUTURE
When did you last stop to consider the impact of technology on your workforce ? Think about how your employees view the uncertainty that machine learning , artificial intelligence and robotics are creating so you can reassure them that they will be reskilled , not replaced .
In consultation with businesses , and through my teaching on the Leadership in a Technology Driven World Executive Education programme at Imperial College Business School , I have identified five essential skills your people will need to develop to remain active and relevant in the workplace . These are analytical thinking and innovation , continuous and active learning strategies , complex problem-solving , critical thinking and analysis , and leadership and social influence . How will you build these in your workforce ?
4
DIVERSITY , EQUITY AND INCLUSION ( DEI )
Perhaps the most crucial emerging trend is that of DEI . Leaders will need to embrace the full implications of this by being critically aware of their own biases , lenses and constructs regarding what it means to create a safe environment for everyone .
Leaders must challenge their beliefs , their threshold for gaining new skills and knowledge , and admit their limitations
Not only will leaders need to adopt more open mindsets , but they will also need to ensure that their entire workforce does the same . It will require quality conversations with the capacity and skills to understand another human being and their perspectives .
For some , this will be challenging ; the way they see the world may cause stress and strain . How do we guide and manage our working environment to ensure that we can maximise the cognitive diversity so essential for our success ?
To refer to my first point , we must lead from the front and set a progressive example and standard for others to follow . Leaders must challenge their beliefs , their threshold for gaining new skills and knowledge , and admit their limitations by welcoming in others who can help to plug the gaps and build a better vision for the future .
Frans Campher is a seasoned and sought-after professional coach , trainer and facilitator . He is also Programme Director of the Leadership in a Technology Driven World Executive Education programme at Imperial College Business School .