Transforming Work with Sophie Wade

Norman de Greve, the CMO of CVS Health, discusses the importance of practicing empathy, both as a senior leader and an executive of the largest health and wellness company in the US. He describes their ongoing response to the COVID19 crisis—listening to customers and employees, addressing their needs, and communicating frequently. Norman shares his views about the beneficial outcomes for leaders who take empathy-driven action to build trust, connection, and demonstrate commitment to helping people achieve what they want to achieve. He notes how CVS Health measures and rewards empathy-driven results.   KEY TAKEAWAYS   [01:13] Empathy is indispensable for business leaders to practice to help customers and employees feel safe.   [02:03] A strong focus on caring and empathy has long been a deep-rooted value at CVS Health.   [04:00] How integral is empathy now to corporate mindsets and practices, especially for leaders?   [04:46] Companies that are succeeding now have a deep understanding of both their employees and consumers.   [05:43] Norman shares how empathy has helped CVS Health respond to the Covid-19 crisis.   [07:00] How CVS Health listens to the voices of customers and employees to understand and address their needs.   [08:13] Considering the servant leader mindset and relevance in current circumstances.   [10:00] Key challenges CVS Health faced were being able to pivot quickly and preparing for the unknown.   [10:29] At the leadership level, what did CVS Health do differently?   [12:05] This crisis has brought out the humanness in people.   [13:18] Norman shares a more human approach as plans to return to the office are developed.   [14:06] How communication was the key to reassuring employees when CVS Health started Covid-19 testing.   [15:09] Across corporate environments, there is a heightened listening to, understanding, and responding to employees.   [16:00] How Norman is preparing for months of uncertainty and considering remote work options.   [17:24] Moving into a new world where we value the individual more than just a ‘resource’.   [18:30] Delivering empathy through a C.A.R.E.R. interaction model in stores increases customers’ adherence to their medication.   [19:21] CVS Health’s satisfaction scores are going way up because people are valuing empathy and kindness even more than ever in this stressful time.   [19:47] When CVS Health decided to track empathy internally, the reaction was ‘thank goodness’!   [20:30] An organization needs to deliver both operational follow-through as well as having empathic behaviors to enhance the customer experience.   [21:41] How empathy impacts the compensation of the management team of CVS Health.   [22:28] How does Norman define empathy?   [23:13] The role of empathy in cultivating a welcoming environment for a diverse population so people can reach their potential.   [24:08] We have a racism problem in America, as well as a mental health problem. People are not feeling enfranchised to bring all their skills and talents to work.   [25:26] How CVS Health supported their diverse workforce and achieved #24 on Diversity Inc’s top 50 companies for diversity for 2020.   [27:57] For leaders, Norman cautions that empathy is not just about listening, but also taking action.   [28:49] For any company, to enable everyone to bring their full potential, it starts with: what do we believe is the right vision for who we are and how we operate.   [29:37] IMMEDIATE ACTION TIP: Ask your boss how they’re doing, not just the people who work for you. It’s a way to connect and hear what’s going on, and people need it.   RESOURCES   Cvshealth.com   Norman on Twitter     QUOTES   “It’s a very different environment than it used to be and companies that are succeeding are the ones that have a much deeper understanding both their employees and consumers.”    “The theory of the firm, which is usually why companies exist; and they exist to take the friction out of working together. Turns out Zoom does that pretty well.”   “This is challenging the paradigms we have in our heads.”   “Success really comes from a combination of operational and empathic behaviors.”          

Disruptions, uncertainty, and social unrest have raised the bar for leaders, compelling them to adopt more personal styles and practice empathy. Sophie shares how we can learn new leadership styles incorporating empathy to ensure organizations can adapt for current conditions and ongoing changes. The Future of Work is NOW and we need to make long-term adjustments for the next normal—there is no going back to how things were.   [00:50] The current environment has generated a very different dynamic for leaders. [01:19] Leaders are needing to adopt more personal styles and practice empathy. [02:14] The Future of Work is NOW—COVID19 lockdowns have accelerated adoption of new technologies and forced us to experience new work habits. [02:30] We are in the midst of new upheaval with restrictions easing unevenly. [03:08] How are you supporting your community of employees? [03:46] Things are NOT going back to normal. Long-term changes are unavoidable to adjust for where we are now and what’s ahead. [04:44] How much have you been empathizing with customers recently? [05:10] Have you been connecting with your reports experiences? [05:22] What is needed to transition through this uncertainty sustainably—business-wise, execution-wise, and regarding employees’ well-being? [07:06] Everyone has been dealing with very different situations. [07:53] Leaders need to learn new mindsets and approaches to deal with COVID19 uncertainties and social unrest related to racial injustice. [08:56] We can learn and adapt to new leadership models [10:07] Empathy is the ability to put yourself in someone else’s shoes and feel what they are going through. [10:32] Empathetic leaders in the marines are able to achieve success under extraordinary pressure. [11:54] Leaders are the ones to create new cohesive environments and drive meaningful change. [13:11] How does Empathy make a difference? [14:03] The three components of empathy: Cognitive Empathy, Affective Empathy, and Empathetic Action. [16:28] What it takes to become an empathetic leader – intermally-focused and externally-applied. Internally—focusing on mindset, manner, and model. [17:22] The mindset of an empathetic leader is open and inclusive. [19:36] A signature of empathetic leaders is an individualized approach towards team members. [20:38] Being accessible, approachable, and authentic is important for empathetic leaders. [24:16] Are you setting the example for others by modeling behaviors? [25:12] Externally—key areas to focus on applying an empathetic approach include culture and values, talent, teamwork, intergenerational integration. [25:56] It is rarely sustainable to be an empathetic leader without a support environment. [27:43] Your role as a leader is indispensable to highlight and live by cultural values on a daily basis. [28:44] Self-awareness is the best places to start to recognize your own reactions, emotions, and judgments in order to start to understand other people’s. [29:03] How to identify the best work set up for yourself and your direct reports. [30:10] Using empathy to explore sensitive issues. [31:18] It is essential to be alert for mental health issues across your team. [31:52] Empathy IS second nature to us, says Frans De Waal, a Dutch primatologist. [33:00] IMMEDIATE ACTION TIP – Start anywhere, and build incrementally and you will see the results-- share MORE information, include more people, consider more perspectives, invite more inputs, ask more questions, observe more closely and listen more actively.    Resources ‘The Age of Empathy’ by Frans De Waal ‘The Empathy Effect’ by Dr. Helen. Riess   Quotes ‘The current environment has generated a very different dynamic for leaders.’ ‘As a leader, to transition through this uncertainty and change SUSTAINABLY, your responsibilities have expanded and deepened.’ ‘Empathy is the critical characteristic of leadership now.’ ‘As humans, we are empathetic beings.’ ‘Self-awareness is the best place to start.’

Global disruption has created the opportunity for a Great Reset. Gary A. Bolles, Chair for the Future of Work at Singularity University and Co-Founder of eParachute.com, believes we can redesign our business systems to be optimized to help people learn needed and evolving skill sets and develop agency. For individuals, he explains the new rules of work require constant self-inventory, experimenting to match skills, needs, and interests, and the benefits of identifying a personal Northstar.   KEY TAKEAWAYS   [03:18] The Future of Work is an evolution to a digital work economy.   [03:55] The impact of automation is supposed to both increase human’s capacity to create things and solve problems, but it also impacts human work.   [04:33] Automation is channeling human energies to be able to solve problems in completely new ways   [06:14] Disruptive technologies change the way that industries function and then the roles of workers in those industries.   [07:17] The internet evaporates the middle.   [08:19] There's two things that are different now, the pace of change and the spread of change.   [09:22] Every individual needs four skills-- P.A.C.E: to be Problem solvers who are Adaptive, Creative, and with Empathy—to help create agency.   [13:43] The least advantaged are the ones that are the most disadvantaged in terms of- of being remote.   [14:51] We can try to design the things that we want to have happen, but nobody can actually predict really what the next 12, 18 months is going to hold.   [16:02] The more command-and-control, the more highly-structured organizations were the least adaptable.   [16:22] The organizations the pushed decision-making down to the team level have done the best.   [18:48] Organizations that really understand their purpose are going to be the best prepared for tomorrow.    [20:18] The great reset involves a changing landscape of rules and norms.   [20:44] What are the rules across the ecosystem?   [21:16] What is the best way to create value for my customers?   [21:51] The constantly changing landscape means that we all have to have much better sensor network and be continually adaptive.   [23:03] The landscape of the future of work distilled down into four domains: individuals, organizations, communities, and countries.   [25:08] Creating incentives to ensure people remain employed   [26:22] Why we need systems that are optimized to help people find meaningful work.   [26:56] Why we need to help people have P.A.C.E. and agency.   [27:47] It will require massive investments in helping humans gather the new information and learn the basic digital toolkit   [28:45] The largest game of employment musical chairs in the history of the world.   [29:16] What are the roles of government and the private sector in making necessary changes?   [30:17] It's critical is to have the tool set--understand your own unique skills and interests, and experiences—and have your own agency.   [31:15] Schools must think of themselves as lifelong learning platforms.   [32:07] Industries must send stronger signals about what they're hiring for now.   [32:42] If you're not training the workers of tomorrow, we will simply not have the workforce that we need.   [33:40] You can impact the system, if you hire somebody with a non-standard background   [37:55] if there's one major takeaway to have empathy for so many others that are going through this process   [39:06] With the new rules of work, you- you have to do constant self-inventory.   [39:20] Keep on experimenting and trying different techniques--you've got to go find or create that work.   [40:12] Most important for people is to have a Northstar--a directional goal that you are working towards.   [42:49] IMMEDIATE TIP ACTION: The three key characteristics of leadership now are Competence, Compassion, and Courage.   RESOURCES   The future is already here, it’s just not evenly distributed”-- Bruce Sterling   ‘Big Shift: Measuring the Forces of Change’ – John Hagel   The Inside Gig – Edie Goldberg and Kelley-Steven-Waiss   SkyHive   Faethm     QUOTES   “The internet evaporates the middle.”   “We all need to be problem solvers who are adaptive, creative and with empathy.”   "Teams are going to be much more problem centric”   “We don't have a health care system, we have a sick care system…We don't have an employment system. We have an unemployment system.”   “One thing we can predict is that the market asymmetry is going to be biblical.”   “Schools must think of themselves as lifelong learning platforms.”   "If you're not training the workers of tomorrow, we will simply not have the workforce that we need."

When Kimmi Wernli took over as owner and CEO of Crazy Richard’s Peanut Butter Company, she brought a holistic perspective and vision—wanting to enrich people’s lives and diets with sustainable, healthy peanut products. She focused on elevating and articulating their mission, connecting customers and employees with their purpose, and the company became a B-Corp. They also chose vendors and retail partners who shared their values and this alignment has helped the company handle tough and unpredictable operating conditions.   Key Takeaways   [02:55] Why is the company called Crazy Richard's Peanut Butter?   [03:56] Kimmi’s veins run with peanut butter!   [04:35] It was a smooth transition taking the business over from her father.   [06:05] Kimmi brought a more holistic perspective of how peanut butter can help people and enrich their lives.   [08:11] Peanut butter is the number 1 most requested item in food banks worldwide.   [08:55] Crazy Richard’s has always been about giving back.   [09:58]  What is our vision? We need to articulate our mission, what is our ‘why’?   [11:15] Kimmi and her leadership team took 6-9 months to define their mission and core values and rebrand.   [12:54] They shared and aligned their values with their partners—across logistics, manufacturing, and retail—and parted ways when values were not in alignment.   [14:45] Why did Kimmi decide on making her company a B-Corp?   [15:20] Peanuts are a sustainable crop and great for the earth.   [17:53] To provide affordable products that are high quality required some significant operating changes for the business.   [20:46] For their Give-Back Program, they not only donate their product, but employees donate their time as well—which is great bonding time too!   [24:10] Kimmi is also an Ambassador for peanuts and advocates for US peanut farming and agriculture.   [25:37] Peanut butter sales are through the roof, and Kimmi feels a huge responsibility to get products to their customers   [27:09] It’s complicated making sure everyone involved in the process is safe.   [28:00] New technology is helping ensure they can do everything hands-off in logistics processes.   [29:08] New procedures and distancing means manufacturing orders are 10-20% short.   [30:15] Everyone along the supply chain is working together to try and absorb the extra costs.   [32:23] Close coordination with supply chain partners is possible because of their aligned values.   [34:38] Kimmi shares how she interacts with customers and shares some customer stories.   [37:46] Kimmi loves peanuts but is empathetic about tree nut allergies as her husband is very allergic.   [38:56] L-E-A-P study shows new preventative treatment for peanut allergies with early exposure.   [41:55] What is Kimmi’s favorite way to eat peanut butter?   [44:14] IMMEDIATE ACTION TIP – Hone down your company's culture and values!     Resources: Crazyrichards.com Crazy Richard’s on Instagram Kimmi on LinkedIn Start With Why by Simon Sinek   Quotes:   “Peanut butter itself is the number one most requested item in food banks worldwide.”   “How can we get peanut butter into more people’s hands and really help solve the problems of the world one step at the time?”   “One of the great things about our product is it’s so sustainable. Peanuts themselves as a plant is a fantastic crop. It’s fantastic for the earth.”   “The guys in the warehouse, they’re not getting out on the front lines and on social media and seeing where our products are going to help others, but every quarter they get to spend a day at a food bank.”   “People have really overcome a lot of health issues and diseases they’re recovering from and peanut butter is one of the things they can eat.”    

Brian Day is the CEO of Fuze, a global cloud communications provider for enterprises. Fuze’s workforce went mostly remote in 2017. Brian shares his insights as an experienced leader of remote teams focusing on mindset, culture, communication, and tools. He also looks ahead towards a new normal and embraces productive new habits that are benefitting his organization. Key Takeaways [02:32] How has the COVID-19 crisis affected progress towards Future of Work environments?    [03:20] With the right mindset and culture, you can enable your workers to work remotely.   [04:15] How can you cultivate the right mindset and culture?   [05:29] Setting expectations with employees about working from home.   [07:11] Every communication should be video.    [08:10] Using technology to protect employees’ health.   [09:01] What changes has Brian seen with more people are working from home?    [11:35] How are managers managing and communicating with their remote teams effectively?    [13:46] Brian shares how he uses different communication channels with remote employees.    [16:46] The benefit of integrated applications—content sharing and communications history.   [19:09] Recognizing how to set up and be equipped for remote working.   [20:42] Establishing the right rules when working from home, including boundaries and habits.    [22:32] Brian thinks most industries will not go back to Jan/Feb 2020, instead companies will continue to benefit from remote working, with shorter commutes for employees.   [24:54] When working from home, if you have the right tools, you don’t lose productivity.   [25:54] Preparing and hiring for what’s ahead.   [27:25] What is Fuze’s company’s culture like?   [27:49] Fuze believes in ‘Work from Anywhere’—what does that really look like?   [31:24] What recommendations does Brian have for CEOs leading virtual companies now?    [35:47] How can managers nurture internal relationships when working remotely?   [38:52] Brian believes we have to unplug from the past—the world is a different place.   [40:39] The more seamless you can make communication, the better it is.   [42:19] IMMEDIATE ACTION TIP – Use your video!     Resources: Fuze.com Brian on LinkedIn The Ultimate Guide to Remote Working   Quotes:    “The crisis that the world is living through today is essentially accelerated where we were all going in the first place.”   “As long as you have the right mindset and culture, you can enable your workers to work remotely, that’s the Future of Work.”   “For a lot of people, it’s a brave new world right now. I don’t think we’ll ever go back to the world of January or February of 2020.”   “I think the days of dedicated desks and offices, all that, I think those are numbered in most industries at this point.”   “You really need to unplug from the past and think about “That doesn’t matter anymore. The world’s a different place.””  

Heidi Melin is the Chief Marketing Officer at Workfront which provides a work management application platform for the enterprise. She has been a remote leader for years and shares her first-hand experiences and recommendations. Heidi has seen how companies that understand their workflow have been able to pivot quickly and be less impacted by current conditions as well as be prepared to adapt as situations improve.   KEY TAKEAWAYS   [1:00] The COVID-19 virus has taken us out of our working norms.   [3:45] Is remote working easy?!   [4:35] How Heidi views the Future of Work and the accelerating effect of work-from-home restrictions.   [5:35] Heidi has had a front-row seat in seeing which companies pivot successfully to remote work and adjust processes to keep their businesses going.   [7:00] Organizations can distribute work successfully to an entire remote workforce leveraging a combination of tools, including Workfront’s work management software.   [7:20] What kind of behaviors do employees need to adapt to?   [9:50] You CAN establish a strong personal connection with someone you only met via video!   [11:44] Being empathetic about mandated work-from-home situations.   [14:55] Heidi has been working mostly remotely at Workfront, successfully leading and managing her office-based team, for over two years.   [16:20] Heidi shares her remote working best practice tips!   [20:55] How to help people who get distracted when working from home?   [22:42] The importance of flexibility and focusing on outcomes.   [23:54] Why it matters to have visibility into the work being done at any organization.   [26:15] How does Workfront’s work management platform help remote employees?   [27:25] It’s difficult for a leader to make strategic decisions without a holistic view of the work being done.   [28:38] What ability will enable companies to emerge from this crisis most successfully?   [31:20] How can teams get productive work done right now?   [31:38] How do you own your own resilience?   [36:00] It’s critical to understand how work moves through the organization. Then you can adapt the ‘in-person’ aspects of previous work processes quickly.   [38:18] How Signet Health has accelerated the clinic trials for a COVID-19 vaccine.    RESOURCES   Workfront.com   Heidi on LinkedIn   Done Right: How Tomorrow's Top Leaders Get Stuff Done by Alex Shootman   QUOTES   “We’re having to adapt, today, to managing a remote workforce and the companies who have been able to pivot most successfully had a vision for the future of work.”   “We have the tools and infrastructure to do remote work, but it’s the behavior piece that requires some adapting to.”   “As companies look at which work they need to prioritize and which work they do not need to prioritize. That gets hard. If you don’t have a holistic view of the work being done in the organization, how can you make those trade offs?”  

Sophie addresses the disruption we are now facing in our working lives. How can we navigate unprecedented changes due to the COVID-19 virus outbreak and technological advances? Sophie explains evolving conditions and how to adapt both in the short-term—transitioning to remote working—and for the longer-term, making important strategic changes. She describes sustainable ways of working to adopt that will enable your company to thrive in a digitized, less predictable business landscape when things turn around.    Key Takeaways [01:00] How to approach the disruption we are facing in our working lives. [01:27] Sustainable ways of working that can handle short-term and longer-term needs. [01:52] Traditional work practices aren’t adaptable enough to handle current circumstances. [03:08] Short-term focus on transitioning to remote working. [03:47] Strategic long-term potential changes to be equipped to ramp up successfully when conditions improve. [04:53] Fundamental changes to our work conditions and lives primarily due to technology advances. [07:15] Why Sophie is well-qualified to provide clarity and direction. [08:16] How to approach your company’s unique situation. [09:21] Seven interrelated key areas to assess for action to transform and future-proof your company. [11:08] How technology is impacting our business models, revenues, operations and workers. [13:40] Shorter timeframes for projecting out and planning with more project work. [14:18] Companies undergoing fundamental strategic reviews to stay competitive in a digitized business world. [15:44] Employees needing to adapt and respond to faster, less predictable market conditions. [16:37]Learning new skills ongoing – the start of life-long learning. [16:55] Human beings resist change. [18:30] Culture and values matter especially during times of great uncertainty and change. [19:40] Questions to assess and actions to take relating to your company’s culture and values. [21:12] Leadership styles shifting: sharing more responsibility and using more empathy. [23;10] The importance of transparency—one of Atlassian’s core values. [23:41] Questions to assess and actions to transform relating to your company’s leadership. [26:04] The need to combine all generations’ expertise, skills, and creativity to compete effectively. [27:28] How empathy bridges generational gaps—increasing productivity at a ServePro franchise. [29:26] Questions to assess and step to take relating to your company’s intergenerational integration. [31:05] The increase of teamwork to respond faster to more complex projects. [31:48] The challenges of working effectively for teams including remote workers and non-employees. [32:17] How to manage and motivate distributed and blended teams. [34:08] Questions to assess and actions steps to transform your company’s remote teams and contractors’ performance. [36:04] New careers are self-directed, non-linear with shifts between work arrangements, functions and industries.  [37:44] How is your company projecting out future skills’ needs and helping upskill employees? [39:24] Questions to assess and steps to act upon relating to you and your direct reports’ careers and upskilling needs. [40:40] Updating historical approaches to policies, measuring productivity, and performance reviews. [41:46] Policies and other transformation efforts should be coordinated and consistent. [42:32] How to monitor and support employees through and beyond periods of unsettling change. [44:18] Questions to assess and steps to take to update your company’s policies, productivity metrics, and performance reviews. [45:38] Immediate Action Tip: Urgency to transform for immediate needs and longer term sustainability.   

Max Weiner is Founder and CEO at Resilient, a company that provides inclusive insurance options to low- and moderate-income freelancers and hourly workers Americans. It is difficult for hourly workers to find consistent work so they have benefits that can protect them from health shocks. However, companies are recognizing the benefits of taking a more holistic approach towards the well-being of all their workers.  Key Takeaways: [01:28] The growing emphasis on inclusive culture and values. [02:02] Hourly workers are seen as expendable and cannot gain enough hours to pay for health care coverage.  [03:34] What does the Future of Work look like for low income freelancers and hourly workers?  [04:46] What are some of the challenges of having a viable and sustainable work environment?  [05:18] The concern about wages and benefits for contract workers and what protection is needed. [06:57] What are the pillars of a stable society and economy? [08:12] Options for providing holistic support for hourly workers. [08:59] How to shift the full cost off hourly workers of protecting their wellbeing. [10:08] The challenges of overall financial health for workers without predictable schedules. [11:46] How benefits and insurance help individuals deal with health-related shocks. [12:57] Should the private sector solve this problem or is it time for the government to step in and help these workers?  [13:47] Companies are increasingly seeing the benefits of taking their workers holistically as financially stressed workers are less productive.  [15:07] Education and tools that nudge people to establish better financial habits. [16:07] Max shares how a traditional NYC taxi company is retaining drivers using Resilient. [20:02] How freelancer platforms could reward loyalty with insurance protection.  [24:43] The Business Roundtable announced the role of corporations is to maximize the interests of ALL stakeholders. [27:55] Proactive regulators in the UK and NYC are open to new innovation. [30:15] How technology benefits and enables inclusive insurance. [33:09] Low income Millennials want life insurance more than cash back. [35:23] The population that is underserved by the banking sector. [38:14] Immediate Takeaway Action: Stakeholder capitalism—consider the full spectrum of the workforce and how to support their financial health.   Resources: Imresilient.co Articles on Medium   Quotes:    “It’s in everybody’s interest to protect stakeholders and workers are a very large part of that and providing worker’s protections is not only fair, but it’s fundamental if you want a stable society.”    “As the world changes, [fair treatment of workers] is increasingly important for consumers and consumers will vote with their purchasing.”   “People really want insurance protections and will do quite a lot to receive them if you provide them in ways that are comprehensive and easy to interact with.”

Sean Hinton, Founder and CEO of SkyHive, explains how SkyHive uses AI to help organizations and individuals identify their current and trending skills and best align them in real-time with business and career growth trajectories. In this episode, Sean explains the myth and fact of automation threats and how companies can focus resources on reskilling their current talent to retain them and stay competitive.  Key Takeaways: [01:09] The half-life of skills used to be 10 years, now it is only 5 years. [03:44] Sean finds purpose and founds SkyHive. [05:29] We have had a hard time identifying our skills. [07:27] Sean defines the Future of Work in three categories: rapid digital transformation; digitalization of the workplace and classroom; and the changing nature of the worker and learner.  [08:25] More than 45% of existing full-time employees define themselves as independent workers.  [10:20] Compared to 10 years ago, 20% of any job now requires digital skill sets. Over the next 10 years, 65% of a job is anticipated to become digitized. [10:56] The myth and fact of reskilling: we have more time! [13:07] The number one barrier to the success of widespread automation is the reskilling of humans.  [16:11] How do we know what our company’s workforce is truly capable of? [17:22] Defining the Future of Work by skills and SkyHive’s creation of ‘quantum labor analysis’ to understand how skills needs are constantly changing. [21:48] What skills does the workforce of the future need? [22:30] How to find the skills gaps in your existing workforce and be able to adjust rapidly. [24:54] What it means to understand current and trending skills and jobs in real-time in the labor market and be able to acquire talent efficiently. [29:15] Careers are no longer linear. How can employees or people know what skill sets they should be focusing on?  [30:37] How identifying individual people’s skills reveals what each person is really capable of. [31:03] Matching relevant content to skills’ gaps allows cost-effective, focused training. [33:19] Displaced workers can identify new opportunities and options by identifying their skills and where they could be used. [35:19] Employees’ development enabled by applying their skills in different areas. [37:42] Mentoring as a means to develop and retain people. [38:55] Does anyone have 100% of the skills they need for a job? [39:52] How SkyHive’s technology identifies upward mobility opportunities quickly. [41:20] SkyHive can help identify jobs that don’t yet exist.  [43:52] What is the number one soft skill you should be learning?  [44:25] Soft skills are becoming increasingly important. [47:15] Immediate Action Tip: Discover and use your untapped skills.   Resources: www.skyhive.io Sean on LinkedI YPO.org   Quotes:    “If I ask anyone, ‘What are your skills?’ People would have a very hard time conclusively answering that question.”   “95% of job growth in the United States since 2007 is contract-based and independent labor.”   “We still have control over our destiny. The robots are not taking over any time soon.”   “If the employee is not seeing the opportunities in front of them and being engaged, you’ll lose them.”   “There’s a much greater multitude of engagement and less attrition and turnover the faster you can connect somebody to a mentor.”

Beth Porter is CEO and Co-Founder of Riff Analytics. Riff offers AI-enabled tools that provide powerful insights about individual behaviors and team dynamics, which improves remote working teams’ results. Beth explains the effect of different types of meeting interactions and how Riff nudges people to form better meeting habits so they can develop trust, all share their thoughts and feel heard improving collaboration and outcomes.   Key Takeaways: [01:36] We are often not set up for success in our meetings. [02:11] Behavioral science identifies turn-taking as critical for productive meetings [03:44] The two parts of the Future of Work: more complex, non-routine work using different skills and more remote working. [06:16] Relationships are becoming more important as we become more distant physically. [07:23] A shift from incentivizing individual work to teamwork. [09:08] The pros and cons of remote versus office working. [09:59] Community building is important to build trust for people working from home. [11:41] Beth’s early career as a math teacher emphasizing team-based work. [15:44] What is computational social science? [17:33] How is Riff Analytics using artificial intelligence? [20:00] What the dynamics of conversations tell us. [21:06] The impact of unspoken signals during meetings. [22:01] Engagement is measured and feedback is given in real-time about who is dominating the conversation.  [22:39] The effect of interrupting during meetings. [23:51] Feedback raises awareness in all meeting attendees. [24:01] Visualization of each person’s meeting participation. [25:12] Riff is a tool for promoting and practicing productive meeting habits. [25:53] Post-meeting surveys capture each attendee’s experience. [27:53] Original goal was to help online course learning where trust levels are low. [30:21] Riff increases social presence feeling as though you are meeting in person. [31:48] The relevance of trust and taking turns in conversation. [34:12] Successful patterns of different meeting interactions. [36:36] Riff nudges people to adopt better collaboration habits. [41:26] Immediate Action Tip: Understand that time is a collective responsibility—respecting and optimizing other people’s time as well as your own.   Resources: Riffanalytics.ai   Quotes:    “Research shows 71% of people find meetings unproductive and inefficient.”   “Everyone has something to share and it requires you to trust that if you give up your speaking time to others that something valuable is going to happen on the other end.”    “Optimizing time is a collective responsibility, not an individual responsibility alone. If you’re in a meeting with other people, it’s not just your time.”