Who Are You?

We love to do personality profiles. It gives us certainty that we are a complete person. In reality, neuro research is making it increasingly obvious that we are a collection of emotions and habits that are both inherited and developed. We weave these into a narrative which we call our personality. The mind loves stories, and we like to think that there is certainty in the narrative we create but that story needs to make sense – be consistent. A personal profile is a simple but definite

‘proof’ to back up our story especially if it is validated scientifically.

There is nothing scientific about a personal profile; it is a framework for our imagination. However, becoming more aware of the parts of our self can lead to a better integrated personality - even if it is a construct. Even more importantly, the possibility of changing or improving our selves can become a reality with knowledge.

I wouldn’t settle for just one profile but aim at integrating a few with the intention of becoming the person you want to be. The idea that personality is ‘set’ at birth through our genes has been widely debunked with the understanding of epigenetics. We can affect our own thoughts and our personality if we want to. Some people believe that we have a spirit within our person. I don’t mean to disagree with this because the purpose of the exercise then is to release that spirit. Whatever you believe, we should create our own best stories and then begin to develop that person.

Who would you like to be?

Working beyond 50

Work isn’t what it used to be – and neither is that comfortable end of work - retirement. We are in a new world of work and the previous rules are no longer relevant. Changing horses is vital for survival especially around the age of 50.

We are not in Kansas any more

This change was happening long before the recent economic downturn – although some still believe that the world economic crisis is to blame for lack of jobs. The change has certainly been accelerated by economics but the seeds of change were there in the early 90’s. The ageing population bulge is also starting to impact the situation significantly, but this alone is not the culprit.

I recently started re reading Charles Handy’s book ‘The Empty Raincoat’ written in 1994. It was interesting then – it is unnervingly real now. We are not in Kansas any more – but what are we doing about it? Handy is, in my view, a man of enormous prescience and wisdom. In his book, he outlines today’s work challenge; the concept of a permanent job and a guaranteed retirement has gone. In its place we have a level of impermanence that most people find disturbing. The previous ability to sensibly plan a secure future seems to have been overtaken by an need to adapt and change horses regularly.

The new employment equation

Two things have created the new equation for large employers: Firstly, new technology has replaced many jobs. For example, when I started working there was a typing pool and a filing department in every organisation; now the computer has replaced both. Certainly new jobs in IT have been created, but after a short hiatus of IT support jobs, most have been replaced by the advancement of the technology itself. Five years ago I would have needed an expert to create a web site – today I can create my own.

The second influence has been the rapid development of Global competition. Profitability in a Global world involves speed of product development and getting products and services to market with lower costs. Competition has never been tougher; the need for cost cutting has never been greater.

These two pressures on performance have led to a new work equation. Handy quotes the chairman of a Pharmaceutical company predicting that in 5 years time (this was in 1994) he would need ½ x 2 x 3 = P

to make an acceptable profit.  Half as many people, paid twice as much to do three times as much work = productivity. My observation is that large organisations have been applying this equation for the past few years.

What are the implications for work?

It’s easy to become negative about this state of affairs but there are benefits and these huge work shifts have happened many times in history. Like an earthquake, we will settle again but in a different place. First, it is important to accept the realities of the new paradigm:

New realities for the over 50’s

Full time jobs in large organisations will be fewer, more personally demanding and only the top people in their field need apply.

Continuing in a job beyond the age of 50 will become increasingly difficult unless organisations change their approach

It is also unlikely that employees over 50 will be able or want to continue the pace in full time employment

The number of people over 50 will increase as a proportion of the population over the next 20 years and many will not have a private pension or other income

Large numbers of people over 50 will be looking for ways to maintain their incomes and even those with secure incomes will want new ways to contribute by doing worthwhile Work

At age 50, people have a potential life expectancy of 80+ and some will reach 100. For younger generations, even at birth, this life expectancy increases - over half of those born after the year 2000 will live to be over 100.

The good news

By developing what Handy calls a portfolio lifestyle, many of us will be able to have a combination of incomes and work that will create a more balanced and interesting life with less concern about security. This will allow organisations to employ elders in part time roles where they contribute their wisdom, such as mentoring roles. More people will be available to volunteer their services for society if we can organise those roles with respect. Finally, for those worried about income, there is safety in variety; after all as Hardy comments ‘It sometimes seems as if there is nothing so insecure as a secure job’.

Talent Management of the over 50's

 

Organisations all over the developed world seem to becoming alert to the effect of the ageing population at work. In the next 20-30 years the balance of generations in the workplace will make a seismic shift.

There will be far more over 50’s than there has ever been. For more information on this: http://brightbrainforwisdom.blogspot.co.nz/2011/01/ageing-population-opportunity.html  I am keen that this situation should be seen as an opportunity to engage and develop wisdom (definition of wisdom below) as much as a problem of dealing with ageing

The impact of this ageing trend has been overpowered in the past few years by the Global Financial crisis and the resulting economic instability. A combination of restructuring, layoffs and less money spent on people development has resulted in the irony of an abundance of people wanting to work but a perceived shortage of ‘talent’ available to organisations.

It looks to me as if the youngest and the oldest are finding it difficult to get employment – the shortage is people in their 30’s. In the meantime, recent news is that the generation born after the year 2000 are set to live even longer; apparently 50% will live to be over 100. So the effects of the Baby-Boomer bulge will not move through and disappear as predicted – this situation could be with us indefinitely because there will always be more people over 50 and proportionately fewer in their 30’s.

Interestingly, those over 50 who are in organisations and at a senior level seem to be reasonably safe. Also, those who are at executive level and choose to (or are asked to) leave usually have no problem finding work as directors on boards. It is employees at middle levels of the organisation and below that struggle to find employment at normal retirement age. Similarly, private companies are often owned and managed by people who are over 50 and these people continue to work as long as they like.

I see some interesting questions for organisations:

• Could developing a good internal ‘pipeline’ of talent contribute?

• Could a development programme build this pipeline as an age related journey - especially building wisdom for future roles?

• How can employees be given worthwhile roles that suit their experience and use their wisdom?

• How can young and elder work together to give the young work experience and the elder a wise source of judgement?

• Some elders will lose their ‘edge’. How should we deal with this situation to be fair to the individual and the organisation?

• Do organisations have a responsibility to assist employees to develop a career over 50 – even if it isn’t with them?

• How can we avoid labelling people as old or young and build cultures where an elder is regarded with respect and a younger person with excitement?

• How could blended learning be used effectively to develop wisdom throughout people’s lives?

There are many more questions but I think that we shouldn’t simply see this situation as a problem; but we should also view it as an opportunity for organisations to develop collective wisdom. This would benefit everyone through:

1. Intergenerational engagement at work

2. Extraordinary performance through combined wisdom and creativity

3. Organisations becoming preferred employers.

The Wiser Society group is starting a project to consider this issue because we believe that answering these and other questions will lead to a wiser society through more successful organisations and more engaged individuals. If you have a question or an answer, please share it with us. This is a Global view from a New Zealand perspective – what are the perspectives from other countries? Please comment.

N.B. the definition of wisdom used here is ‘the ability to instinctively know how to do the right thing in the situation for the right reasons’

or I as often refer to it - common sense with an ethical foundation.

Groups and Teams - breaking down the barriers to performance

We all know that dysfunctional teams are often underpinned by defensiveness, but even functional groups can take time to 'gel' . Who can blame people from protecting themselves when they are unsure about others in the room. Even with team mates, there can be an initial tension an uneasyness. Breaking this tension can be done quickly by generating the trust chemical Oxytocin. This neurochemical is is widely referred to as the bonding chemical. It is powerful and produced in huge amounts at the time of childbirth  - bonding mother and child for ever. In general it seems to impact levels of trust in humans - and particularly in social groups. For a group to develop trust, some interactive activities can stimulate oxytocin very quickly. This enables people to get on with the meeting without barriers to discussion.


Facilitators have known about the need for 'Ice breaker' activities for years. I use many different methods that enable people to relax together - all involve moving, looking at each other and having fun. The combination of smiling, eye contact and touching in a safe way usually starts the Oxytocin flowing. Recently, with this neuroscience knowledge, we created an easy and fun card game called 'Spark'. This is a card sort which sparks the production of Oxytocin at the start of a session but can also be used later as a source of metaphors for creative idea generation. The attached video was filmed with  group of retail managers but I have also used the cards recently with a senoir HR team and groups of executive leaders. It seems that whatever our position or organisation, we are all human and relate better and faster when Oxytocin production is encouraged!

These cards are available for sale on the workplace wisdom web site http://www.workplacewisdom.co.nz/main.php?content=shop  We are selling the last few packs of our first print run for only NZ $39.95 per pack and less for bulk. Thanks to Jane Francis for creating the You tube video.

Born to be Wise

Introduction

We are all born to be wise. Our brains are wired with the potential for wisdom at birth. As we age we can develop that practical common sense and moral awareness that combine to produce that most sought after capacity – practical wisdom.  A definition of practical wisdom is the ability to know how to do the right thing in each situation for the right reasons. We need to understand and practice in the right way to become a wiser person as we age.  We need to apply the simple, common sense that has become so uncommon today.

The difference between spiritual and practical wisdom

So I am not talking about spiritual wisdom here although practical and spiritual wisdom are often found together. Others are far better qualified to guide the personal quest for eternal, religious or metaphysical development of the spirit. This is a very simple but powerful state that we can all achieve in our everyday lives.

We already recognise it

Practical wisdom is often recognised but rarely defined. I was at a 60^th birthday party recently where at least three of the speakers acknowledged my friend for her ‘wisdom’. Her wisdom is not spiritual; another speaker described her as ‘not doing God’ – she is very ‘down to earth’. It is something that we respect people for and it is a state that develops over a lifetime through experience. Even though we can intuitively recognise the ability, there is a need to put a framework for developing practical wisdom in place for us all.

A benefit of aging

Practical wisdom is age related. It takes our brains many years to connect the dots though knowledge, experience and control of our thinking and feeling. There are four stages of age related wisdom development; each stage is different. As we age we develop; in youth we have the excitement of energy for breaking established rules and learning by trial and error.  As we age there is the promise of good judgement, compassion and altruism that comes through a combination of experience, physical brain changes and personal character.

Wisdom and knowledge are different

Most people agree that there is a need for more wisdom today. Practical wisdom is developed through practice in the real world; through experience, trial and error, reflection and adjustment. Knowledge is only part of the equation; reading and academic qualifications are useless and can even be dangerous if used alone.

In their book ‘Practical Wisdom’ Barry Schwartz and Kenneth Sharpe sum it up this way: ‘Wisdom is not the mysterious gift of a handful of sages, but a capacity we all have and need.’ We are all born to be wise – and we all can be.