What Workplace Picture Are You Using?

I was talking with Bud Bilanich last week about career decisions, coaching, and talent management. Since I haven't been able to figure out a way to get the book in my head onto paper, Bud is doing a series of interviews with me based on my content outline. Then, it's transcribed so I can see what the heck I'm thinking about. (For other "verbal" thinkers I highly recommend this; and I highly recommend having a friend like Bud).

In the midst of an aside, I started talking about how younger people were contemplating--and being advised about--career decisions. Naturally, parents, teachers, and counselors from prior generations have a valid (for them) picture of organizational life and structure. However, those may not be very valid now. Here is how I see it visually:

What Are The Implications of Flat?

Here are a few things I'm seeing daily:

1. Team skills and a cooperative orientation rule.

2. Climb the hierarchy? You may not have far to go, but you'll need a breadth of knowledge.

3. Organizations are looking for business people with a specialty, not specialty people who happen to apply for a job in business. "I want a business woman who is a great researcher; a business guy who is an IT pro."

4. Flat organizations need people to communicate spontaneously; waiting for permission "from above" won't cut it. Being an initiator is more valuable than simply being a devoted responder.

What else are you seeing that would be good advice for a young person thinking about work life?

Comments

[Tom Haskins]

Steve: Businesses are going to need beaucoups sustaining innovations to survive and thrive in these turbulent times. The older crowd can make sure the fresh thinking is not so disruptive it sinks the boat. But that kind of thinking cannot come up with the innovations. When the younger workers can explain their ideas for changes in a context of "good for survival/not endangerment", they will feel valued, listened to and respected for their contributions -- before they've "earned their stripes" from longevity.

[Steve Roesler]

Hi, Tom,

Hadn't thought about the issue in that context before. That's sound advice. It's a fascinating dynamic, but even--especially--in turbulent times, people seek stability. Change that is perceived as "too much change" may not get a friendly hearing...

Here's to a terrific holiday season out there, Tom.

[Jo]

Hey, Steve, I am thinking local modularization. For individuals it means that we will drive our own careers, monitor the way the business world unfolds, and position ourselves, when possible, on essential bridges between otherwise disconnected networks where the returns are highest.

For most of us, hierarchy is over. The key skills are forming teams and getting something done within quite tight time constrainsts. Obama is modelling the process. He is the master at persuading talented people to work with him. We, of course, watch the unfolding story with interest. It will be a story that is retold.

UK starts to reshuffle itself like a child's kaleidoscope. I'll be on the road tomorrow so have a good Christmas and as I toast to everyone, To an unexpectedly properous 2009! May your blog continue bringing heart and cheer to your readers. You are much appreciated!

[Steve Roesler]

Hi, Jo,

I think "forming teams and getting something done within quite tight time constraints" is an accurate, crisp representation of how things are really getting done.

Thank you for the kind words, safe travels, and a blessed Christmas...