Hello, please let it work.
This week I wrote an article about the growing number of CEOs making short videos on FT. (Yes, you first read about this trend.) Of course, the story was very popular on LinkedIn. The ft commenters weren’t very excited. And some were worried about deepfakes. In that respect, one of the quotes I left out of the feature (mistakes, in retrospect) suggested that deepfakes are not a potential problem if the viewer is used to the appearance, or if he is used to the CEO’s intonation. Then I noticed a horrible good fake video from Professor Wharton and leading artificial intelligence expert Ethan Morrick. The situation is like that. . . not clear.
Read deep thoughts on how to rethink your working life. Office therapy advises miserable managers.
As always, send your non-fake take at work: isabel.berwick@ft.com.
A pause for a day will help you work, rest and play
What happens when you take a step back from the relentless treadmill and ask a deeper question: Can we rethink our working lives? Hilary Cottam did just that. Social activists, innovators and authors see from history the era of “revolution” that includes the technology we currently have, providing opportunities to shake up the way we work and live, and to inspire deep social change.
When she traveled from Kilmarnock after the Industrial Revolution to tech-centric San Francisco, Hillary convened a diverse group of locals at what she called the “imagination.” She asked questions there and learned from the residents’ thoughts about what constitutes a good job and a fulfilling life.
In her new book, “The Works We Need: Rethinking the 21st Century,” Hillary acknowledges that we may be paid well, but “the billion-dollar industry-fueled discomfort in books about work-life balance, work coaches, and work-based “wellness” programs” reveals the truth for most people. 😓
With Hillary’s project, she “named the six principles of a good working life, which is summarised as basics, meaning, time, care, play, and place.” I love the simplicity of this prescription and highly recommend her book. It is full of practical and humane wisdom. I spoke to Hillary about how these principles apply in a business environment.
“I think there are two big things about corporate leaders,” Hillary said. “One thing is that workers need to think that their work is meaningful, meaning they really need to understand how what they do serve their bigger purpose.” In particular, leaders “can’t preach values on the one hand, and don’t care for people on the other.”
The second big point is being considerate. “I think everyone who hires people should think of all workers as well as caregivers. And if you start from that perspective, you win a great loyalty and you can make very small changes. Useful actions include providing a predictable work schedule and solid time boundaries.
I was also interested in how “play” as a principle of good work fits into the corporate environment. Did we have time to play as the AI revolution wipes out us?
Hilary said: “Historically, when we are undergoing a technological revolution, play appears as a subject when people are really afraid of what the next generation of machines are trying to do,” Hillary discovered that people she spoke to “scroll counterpoints on the phone, for example, against the quality of life (actual) play.” Employers don’t need to provide a means of play (there is no “obligatory fun”; rather, it’s important for leaders to work outside “make sure staff have enough energy left.” Play isn’t the same as REST (although that’s important too). But if we thrive, we all need to play.
In a nutshell, providing a good job is more than just wages and conditions. It is to create a solid foundation for our happiness as humans.
Do you want more? Hillary’s 2015 TED talk, “Social Services Are Broken. How Can You Fix It?” had a million views.
Office Therapy
Problem: I moved internally to manage a team that has a huge inefficiency. I’m ready to deploy an upgraded process and more automation, but the gross look is beating me in the office and in radar under-in messaging (it’s obviously I’m having parallel conversations on the phone when I have a video call). In addition to the four main resisters, there are other neutral people. Should I say something or should I plow? They need to quickly change how they work – and I’m afraid of it.
Isabel’s advice: For managers, there’s nothing worse than knowing that staff are talking about you (and probably sharing memes). You can certainly “plough” without saying anything. They have to embrace your change, and honestly, who remembers office politics even six months after the crisis has passed? You can get over this 🏇🏻. It’s even better if you lean on friends and family and have a mentor, coach or therapist.
Alternatively, you can take a deep breath and allow staff to vent. This can be framed as “active listening.” Because it sounds better and everyone does it. Plus, of course, that’s not a lie, as I’ve heard it. And your antagonists may offer a good idea in the vent.
What we all dislike about change is not the change itself, but the lack of agency when it is imposed on us. Everything you can do to restore a team’s sense of control is welcome. (However, they don’t thank you. Don’t raise your hopes.)
If you go down the PS vent route, do not allow a group of four to do this together. Ask one on one. It would be even better if you could bring it out for each individual’s coffee/lunch. (However, you have to do the same for neutrals. Fair Fair⚖️.)
Are there any issues or dilemmas for office therapy? Anonymouslyize everything: isabel.berwick@ft.com.
US workplace insights from charters: Does AI give skilled workers a huge boost?
Is AI even greater help to workers who are very skilled in their work? An influential MIT study of materials scientists who used AI tools provided outstanding evidence that while top scientists found more discoveries, they saw more improvements, while top scientists found more discoveries. This week, Kevin Delaney, editor-in-chief of Charter, a future media and research company, warned me of a presentation from MIT, saying that he was lacking in confidence in landmark AI research from MIT and that the author was no longer in university.
With that paper being withdrawn, what can we say about the role of experience and skills? Kevin said, “Many studies have shown that AI tools can help the lowest performers in settings such as customer support call centres.
Other studies, including university debates and Kenyan entrepreneurs, have pointed to an increase in the use of AI tools to the most skilled ones. The conclusions diverge probably due to the nature of the task being studied, Kevin suggests.
Five Top Stories from the World of Work
Experts are losing control over their work. Sarah O’Connor is seeing a long-term decline in the amount of “task discretion” workers. Experts report that too – Is technology responsible?
Do you work 32 hours from Monday to Sunday? The idea of expanding working hours over a week has been around for a long time, but some companies have worked for four days in seven days.
McKinsey will run 10% of its staff on a two-year profitable drive. The consulting company has lost more than 10% of its staff in the last 18 months.
Wall Street vs Private Equity: Can I stop recruiting creep for grades? In a tough job market for everyone else, private equity companies are chasing elite graduates who work in investment banking. The wild tale of Ortenca Aliaj and Sujeet Indap.
James Timpson: “This is not an easy fix” Emma Jacobs is having FTs and lunch in prison along with a businessman known for hiring former prisoners at family repair shops and chains of dry cleaners. He is currently set up in the government to oversee prison reform.
One more thing. . .
Many of you will know that Rachel Botsman is a trusted expert and is the author of a wide range of Rethink Newsletter. Next month, Rachel’s interpretation of the world’s first “organizational chart” (New York and Ellie Railway Company, 1855) has been translated into an installation called “Roots of Trust” at the London Design Biennale (5-29 June). Did you intrigue? I will definitely go. Rachel wrote about the Fort project.
Words from the working IT community
Last week’s newsletter mentioned workplace conditions from China and asked examples from other cultures. Return to this (please keep sending). I especially like these two:
Ue Wissenbach wrote: “In German, people are very unhappy with their career outlook and work environment, so when they are not seeing progress, they resign or resign internally.” Innerekündigung’ basically gives you a letter of resignation to yourself and keeps going to the office, but do your best.
Here’s Elodie O’Rourke, a colleague at FT: “In France, “La Pausedéjeuner,” also known as the lunch culture, is sacred. Lunch breaks are often longer than in other countries, reflecting the importance of diet and social interaction in French culture. ”
And finally. . . This week’s office view 📷
Thank you to Rod Hutchison of KPMG in Edinburgh. I say it. This will be difficult to beat, but it will take readers to work with Rod’s views as a challenge. Send photos of your castle, cathedral, local Tesco, or your blooming backyard to isabel.berwick@ft.com.
Everyone with a view of their workplace (or “work from work”) published will receive a new administration book and a “lucky dip” in their career book.
