Celebrating ten years of accurately predicting the future with NineShift.
Here's our 14 minute TED talk on Nine Shift.
Bring Nine Shift to your organization. Just email Tammy at firstname.lastname@example.org Do it today!
Succession planning is virtually a necessity for almost every work organization that wants to remain relevant and vital in the 21st Century. Succession planning is the last of our Top 7 changes for work organizations now.
Two years ago I consulted with a large association worried about declining print publication sales. They were clueless that only 3 of their 150 staff were Gen Y until one of the Gen Yers pulled out the data for me. Last month I spoke at a huge government agency that didn't even have numbers on their employees' generations, even though they were aware that a whole bunch of employees would "age out" (retire) very soon.
If you are not doing succession planning, what's up? Whether the plan actually gets carried out to the letter is not important. What's important is that every leader and every organization be aware of generational change, and the need to incorporate Gen Y into the influence circle.
Thousands of boomers are now retiring every week. Many are working past 65, only 14% predicted to work past age 70. That's double the percentage of previous generations, but still only 1 in 7.
*This year every Boomer is over age 50.
*Gen X, now age 35-49, is firmly in the workplace and taking over most of the new leadership roles.
*Gen Y, now age 14-34, has taken over economically and culturally. By 2016 we could elect a Gen Yer President.
In recent weeks there's been a flurry of associations asking LERN about revising their strategic plans for online learning. That's because Gen Y wants an online learning experience very different from what boomers want. Generational change is happening quickly now. Tell us your experience with it.
Photo: Driving to the cabin I stopped to buy two pounds of creamy Havarti cheese. So hungry I took a couple of bites out of it. Very good.
Civilian drones are just nuts, crazy, stupid. Who comes up with these ideas?
For the last two years I have been ranting about the driverless car. The driverless car is now in reverse, going to the fringes of transportation.
Civilian drones, delivering pizza and Amazon stuff, is just as dangerous, and loony. The easy solution is to have the U.S. Post Office deliver pizzas and Amazon stuff. The post office has the infrastructure, used to make more than one delivery a day, and can make 4 deliveries a day in the 21st century.
Thousands of drones will cloud the skies, taking away the sun, and the last bit of beautiful unspoiled environment we have. They will collide with each other, and with commercial airplanes. And they will crash to the earth in busy crowded cities, sure to cause human harm or death at some statistical point.
Here's your obituary: he died when his neighbor ordered a pizza.
Empty mussel shells on the banks of the river. Racoons, maybe other animals, wade into the shallow parts of the river and get the mussels and take them to the shore and open them and eat them.
#5 on our Top 7 list of new workplace changes for the 21st century is supervising from a distance.
From our 400 attendee NineShift presentation last month in Sacramento for a California state agency, we continue with our list of new workplace skills and activities.
This has to be one of the biggest ones. Hard to think of a supervisor or manager who will not be managing someone from a distance. The simple basics: 1) Rewrite job descriptions to be outcome oriented; 2) Have staff do a written report online once a week; 3) Supervise based on the weekly report; and 4) You post what a person is to do (tasks, responsibilities) online so it is writing as well.
Snake swimming. No worries, there are no poisonous snakes in northern Wisconsin. In fact, no animal will hurt you.
My brilliant co-author Julie Coates and I are getting ready to write a new book.
It will be called "Smart Boys, Bad Grades: Gender Inequality and STEM in Education."
We hope to coordinate it with creating a new citizens group, Parents of Boys. Thanks to the LERN Board of Directors for supporting this effort supporting gender equality in education.
If you have any contributions, or articles or books we can reference, just send them to me at email@example.com.
No matter how old you are, this fact will make you feel old. In the 2016 Presidential election a Gen Yer can be elected President.
Gen Y, born 1980 - 1999, will have members of its generation aged 35 and up by election time in 2016. Got any Gen Y nominations?
The View from the Canoe continues with photos from my half-day canoe rides still going on this summer.
We've been looking for 15 years for virtual office software. Is Asana a virtual office?
LERN has had a virtual office since 1998, but we made it ourselves. Asana might, emphasize might, be a step closer. It doesn't look like it has a watercooler or chat area for personal networking and team building, but other features seem to be getting us closer to Virtual Office software.
The beaver lodge, where they live, is a pretty amazing thing. It sits on land, but the beavers enter and exit under the water. They live above the water line, and it's pretty secure from predators, like wolves.
So how do we communicate at work when we are in difference places, at different times? With a Virtual Office.
Many companies have intranets, where lots of information is posted. But a virtual office goes further:
1.Talk with others.
It's a place where people can post comments about themselves, about personal aspects, and reply to others. Some people call this feature a virtual "watercooler." What it does is build team, and team spirit.
It's a place where you post a weekly report on what you did, and did not do, for that week. Everyone can see it. What this does is create accountability, plus also help solve problems as others with a need to know, or desire to know, can help solve problems with this information. It also creates a history, so you can look back at what was done, or not done, in years past, and improve performance.
If you are a manager or supervisor, you supervise all your staff, whether at a distance or in the same office, using the weekly reports in the Virtual Office. You follow up individually, of course, but the weekly report allows you to spend less time supervising and actually to supervise better using the written report. It also creates more accountability for supervisors, because supervisors need to document their instructions/responsibilities to staff in writing via the Virtual Office. Accountability becomes a two way street now.
On a river you communicate using a log. I will refrain from a "log on" pun here. Another photo from my canoe trips this summer.
Moving one's workplace organizational structure, and thinking, from a pyramid to a network is #3 of our Top 7 changes for a successful workplace in the 21st century.
This one is actually taking a bit longer than expected to make headway. I have yet to see an Org Chart as a network rather than pyramid. And Boomer managers certainly are resisting the new procedures and policies of the network, holding on to the last-century Org Chart as a pyramid.
My brilliant co-author Julie Coates has found the literature that demonstrates that a network is far more efficient and effective than a pyramid. Decisions are made faster, and better, by the best people. Communication happens more quickly. Problems are solved faster and better. Thus the people are more productive, the organization more profitable (or efficient in the case of a government agency).
Maybe the network is taking over more surrepticiously than I know. What do you think?
Kerry Flowers, head of leadership development programs at the California Franchise Tax Board, gave out 500 copies of NineShift to people in her agency attending the NineShift presentation there last month.
My brilliant co-author Julie Coates says conservative Republican big businessmen are screaming for big government interference - - to stop their new competition, the shareable economy.
Contrary to The New York Times columnist David Brooks assertion that peer to peer business prospects will mean less government regulation, Coates points out that currently big established business interests are hollering for the government to regulate a threat to their own interests, the shareable economy.
Brooks' faith that the shareable economy is regulating itself also caused her to remark, "That's what Ben Bernanke hoped the banks would do."
It's hard to keep all these supposedly conservative big business messages straight. They don't want government to interfere with them. They DO want government to interfere with their competition. And they still want government to trust them that they can self regulate and take better care of society than government can.