Future Ready Leadership With Jacob Morgan

There are a lot of people who feel like they are the lone changemaker in their organization. You may be in that position right now. It can feel extremely frustrating and lonely at times, but that shouldn't stop you. Changemakers are persistent, resilient, and determined--they have to be. As a changemaker you will probably get told 'no' a lot, you may be rejected, and you may find that people around you have a hard time keeping up. There is a price to pay to be a changemaker, but it is worth it. Don't give up! Keep pushing your organization and the people around you. The change will happen, maybe slower than you want, but it will.

Michelle Murphy is the Chief Diversity Officer and VP of Global Talent Acquisition at Ingersoll Rand, a manufacturing and sustainability company that creates products and services for commercial, industrial and residential customers. Some of their products include heating and air conditioning systems, golf carts, and power tools. They were formed in 1905 and today they have 40,000 employees around the world. Michelle recently wrote an article, titled Truly Effective Diversity Training Can Be Measured in Goosebumps where she opened up about the moment when she realized the importance of diversity and inclusion inside and outside of the workplace. Her experience ignited a passion for creating a safe place to work inside of Ingersoll Rand as well as encouraging others to do the same in organizations around the world. With the current world of work, where we are all so connected and where we can interact with customers and coworkers from countries all around the world the issue of diversity and inclusion is more important now than ever before. It is crucial for all of us to have empathy and compassion and to be able to see the world through the eyes of others. Ingersoll Rand has some great programs in place to foster and develop a culture of diversity and inclusion. They include: Relaunch--a program offering the opportunity to help qualified engineers in the community relaunch their careers after having to step away for a time Level Up--A 1 ½ day immersive and experiential learning forum tailored to bring leaders and high potential black talent together to learn, further a sense of community, and convene a discussion among other companies for strategic initiatives to advance black leadership Strengthen Economic Mobility--A commitment to achieving a workforce that is reflective of their community populations – a maintaining livable market-competitive wages and progressive benefits; including broadening community access to well-being services including food/nutrition, housing and shelter, transportation, education and climate comfort. Paradigm for Parity--Ingersoll Rand has pledged to bring gender parity to leadership roles by 2030 The question is, is it possible to teach someone to be empathetic or to focus on diversity and inclusion? Michelle says, "When I think about how do you teach someone, I feel like what we do is we try to create opportunities to offer experiences for people, because I'm not sure that there's a training you could go to, or that you could teach people what it's like to feel certain ways. So, creating experiences where people get to watch others describe their feelings, and share in that, tend to take us a little bit further than I'll call maybe a typical training class. Because what you realize in that setting is, "These are the people I see and work with every day, and I know them pretty well, and I think they're smart people and good people, and I like them, and wow, I had no idea that that's what they were dealing with." Sometimes that acknowledgment is part of what helps create the opportunity for learning, for maybe that person who doesn't demonstrate empathy easily or well. Sometimes creating those experiences where they have those opportunities is the best way to do it." What you will learn: What events shaped Michelle's view of diversity and inclusion How to teach diversity, inclusion, and empathy A look at some of the programs in place at Ingersoll Rand that help foster diversity and inclusion Michelle's view on the current war for talent How to measure diversity and inclusion What skills will be needed in the future of work What Michelle looks for during the interview process Some of the future challenges we will face when it comes to diversity and inclusion

One of the most important skills to have for the future of work is learning how to learn, but a major component that goes along with being a perpetual learner is consistently reinventing yourself. It's not just about learning new things, it's about how the outside world sees you. Reinvention is about how you position yourself, it's about how you market yourself and it is about the brand that you build. This is something that should be taking place consistently, whether it is every 3 years or every 10 years. So when did you last reinvent yourself? If the answer is never, it's time to start.

My guest today is Maria Bartiromo, anchor and Global Markets Editor for FOX Business. Maria has been a journalist for 30 years, starting back in 1989 as a production assistant at CNN Business News. She has seen and reported on some of the world's most major events which you will hear about in our discussion. Maria has an upcoming special debuting on September 22, 2019 tied to how Artificial Intelligence is changing the face of business and the workplace. Her research for this special included traveling across the country over the past year and interviewing the top tier CEOs leading the charge on this topic. In today's conversation, you will hear some of her findings and what CEOs are saying about AI and technology. You will also hear Maria's advice on how we should prepare for what's to come, what assumptions she had at the beginning of the process that were proven wrong, what jobs will be most on-demand in the future, and how AI might impact leaders. Maria Bartiromo is a FOX Business Global Markets Editor and Anchor. She has been a journalist for 30 years and has worked for CNN, CNBC, and FOX. She has received two Emmys and a Gracie Award and in 2009 the Financial Times named her one of the "50 Faces That Shaped The Decade". Maria was the first journalist to report live from the floor of the New York Stock Exchange on a daily basis and she was the first female journalist to be inducted into the Cable Hall of Fame Class of 2011. She has written three books, The Weekend That Changed Wall Street, The 10 Laws of Enduring Success, and Use The News: How to Separate the Noise from the Investment Nuggets and Make Money in Any Economy. She has a one-hour special coming up on September 22, 2019, called Artificial Intelligence: The Revolution Happening to Our Work and Our Lives, which will air on FOX News. The report is based on research Maria has been conducting for over a year on how Artificial Intelligence is changing the face of business and the workplace. She has traveled around and interviewed the leading technologists of the world, people like Marty Schmidt, Provost at MIT, Peter Thiel, founder of Palantir and co-founder of PayPal, Ginni Rometty, Chairman and CEO of IBM and Jim Hackett, Chairman and CEO of Ford Motors. After all of her in-depth research, what does Maria think will happen to jobs in the next 5-10 years? "I mean this is today in 2019, we have more job openings than we have people. I mean, the labor force is so tight right now with a 51-year low in unemployment, and jobs are plentiful. I think that will only get worse, whereas there won't be enough people for the jobs that we need, and the jobs that we have will be able to be filled by computers. I think longer term, you are going to see a massive displacement in work and in jobs. I think the most important thing that people have to do is first of all recognize that machines are getting smarter and smarter, and they will take your job. You need to make sure to arm yourself with the right information and education, where you are savvy with technology, because if you're not savvy with technology in the next 10 years, you will be left out." There's no doubt that AI is becoming smarter and smarter and implementing it into business can save money and time. It can also allow humans to get involved in more creative roles and it will free us up to do the things we actually want to do. So what can we do as individuals to prepare for the future of AI and technology? Maria says first and foremost we have to enjoy every moment of everyday because life is short and it is precious. Secondly she says that education is key. Things are changing in a rapid pace and it's not going to slow down. We need to be perpetual learners, constantly growing, innovating, dreaming, creating, and learning so that we can keep up in this upcoming world of work. What you will learn: How Maria conducted research for her upcoming piece on Artificial Intelligence A look at the assumptions she had in her mind before she started working on this report and how they changed in the process What Maria thinks will happen to jobs in the next 5-10 years How AI and technology will specifically impact leaders Who is responsible for upskilling? Organizations or individuals? What jobs will be in demand in the future Why some CEOs are worried about AI and some are optimistic Advice for what individuals should do to prepare for the future of work

There are two things about the future of work that worry me. The first is if executives at organizations will choose to use AI and automation to replace humans instead of using them to augment humans. The second is that if we as individuals take a passive role in our lives and careers. We cannot just sit back and watch from the sidelines as the world changes. That is a surefire way to ensure we get replaced by technology. If we can work on both of these issues, then the future of work is optimistic

Today I am joined by Ott Vatter, the Managing Director at e-Residency, an initiative started by the Republic of Estonia to encourage more people to start businesses in Europe and to make it easier for remote workers and entrepreneurs to work while on the move. E-Residency was the first digital initiative of its kind, and there are now over 55,000 e-residents worldwide, including Bill Gates, Barack Obama, Pope Francis, and Angela Merkel. It has been so popular that e-residency applications have been growing faster than the number of births in the entire Estonian nation. Today we are talking about how e-Residency came to be--what made the government of Estonia start this initiative, the benefits that have come from it, what impacts the country has seen from the program, and the possibility of other countries creating their own programs. You will also hear some mistakes they made along the way and how they overcame them. Ott Vatter is the Managing Director at e-Residency, an initiative started by the Republic of Estonia in 2014 to encourage more people to start businesses in Europe. It makes it easier for remote workers and entrepreneurs to work while on the move. E-Residency was the first digital initiative of its kind, and there are now over 55,000 e-residents worldwide, including Bill Gates, Barack Obama, Pope Francis, and Angela Merkel. It has been so popular that e-residency applications have been growing faster than the number of births in the entire Estonian nation. So why was it first formed? Ott says, "If we look at the population first of Estonia, we're only 1.3 million people. With the domestic market, we can't really develop or scale. We're also demographically losing people. People are moving away. Some people are moving back. But in general, the outlook in 50 years, 100 years is not that positive. We have to be clever in these ways that we can actually innovate. We're not a rich country in terms of national resources, or we don't have huge resources of oil. But what we do have is the basis of a digital country. We could really capitalize on that. The infrastructure of e-Residency was already there for our own citizens. We didn't have to invent anything new, but we could replicate the same model for foreigners. We use the same identity card, taking away the photo and making it available for others as well." Any individual is able to apply for e-Residency, even if they are not currently looking to start a company or work remotely. Some people just do it to say they are an "e-Estonian". One of the main benefits of joining e-Residency is the ability to use your digital certificate to sign documents quickly and it allows remote entrepreneurs to let other people handle the basic administrative tasks which leaves the entrepreneur freed up to focus on more important parts of running a business. When thinking about the future of work Ott believes that being a digital citizen will have huge benefits. He says, "People are traveling around even more and more. I think remote work is growing immensely. Digital identity is something that makes your life easier. As a German citizen, you wouldn't have to fly back to your own country, for example, from Thailand and wait in line in the tax office to fill out a form. Or in the U.S., for example, the tax forms, I mean, they're crazy. You physically have to be present to actually present all of these documents. I think the future of work is about being location independent. Being able to submit or do your business from anywhere in the world. I think digital identity will play a very big part of this revolution." What you will learn: What e-Residency is and why it was started Why the concept of a digital society is so important The impacts of e-Residency on the country of Estonia The role of privacy and security in a digital society Some of the mistakes that were made in forming this program and how they were overcome What Estonia is doing as a country to encourage people to start businesses there

Have you ever been asked a question that you don't know the answer to? What was your response? Did you make something up? Did you talk around the question? One thing I have learned over the years is the power of saying three simple words---"I don't know". It might seem like a scary phrase, you might think people will lose respect for you or that they will think you're an idiot. But I have found that the opposite is true. People tend to have more respect for someone who admits they don't know everything. I think getting comfortable with this phrase is something that is going to be increasingly important in the days ahead as the pace of change gets faster and faster. We are never going to be able to know everything about everything. There is power in admitting you don't have all the answers.

This week I am joined by Ann Anaya, the Chief Diversity Officer at 3M, a global company with 93,000 employees in 70 countries around the world. They use science and innovation to create and supply products for the fields of industry, worker safety, health care, and consumer goods. One of their most well-known products would be the Post-it Note. In our conversation today you will hear Ann's advice for people looking to make a career shift and why it is more important to focus on your skills rather than your past job titles. You will also hear how the Post-it was created, what people outside of HR need to know about diversity and inclusion, and what programs 3M has going on to emphasize and focus on diversity inside the organization. Ann Anaya is the Chief Diversity Officer at 3M, a global company that creates and supplies products like the Post-it note. They have 93,000 employees in 70 countries around the world. Ann has been with 3M for six years. She actually began her career as a lawyer, first for the state court in Minnesota and then for the US Attorney's Office focusing on major white collar and complex crime. Six years ago she was looking for a change in her career path and she applied into legal affairs for 3M. After working in legal affairs for four years she was asked to consider the newly opened position of Chief Diversity Officer. Ann gave advice to others who are looking to change careers, she said there are three pieces in figuring out the best industry and role. What is your passion? What are you good at? Figure out where your skills and passions make a difference and then take action She says, "we all know that we're really good at some ... a handful of particular skills and one of the things that I am fortunate to have as a skillset that I do well at is the ability to influence change and doing that through advocacy. Yes, those are skills for a trial lawyer or a litigator but those are skills that we use in so many other ways. Number one, is passion. Number two, what skills do we really have that we're really good at? Then, finally, I would say, where can we take our experiences and apply them in a way that there is a need to make change?" Ann also had a mentor, who played a huge role in helping her figure out where her skills fit best. She believes everyone should have people in their lives who push them, challenge them, and stretch them in order to be better. As she puts it, "We all need champions. We can't do it alone" no matter if you are a leader or an entry level employee. 3M has been focused on intentionally embedding diversity and inclusion into their brand, their mission, and their goals. They are going through a "new culture refresh" and it will be a part of all 3M does. And they are finding that having a diverse and inclusive organization not only impacts the employees, it also impacts the customers. "Diversity is all about demographics and inclusion is about our environment or the atmosphere we create in our workplace. There is no one without the other. You can't have an inclusive workforce if there isn't diversity within the workforce and you can't be inclusive without the diversity of ideas, perspectives and backgrounds. You won't benefit from diversity, inclusion unless you have both." What you will learn: Why we should focus on skills rather than job titles Advice for people who would like to explore a new career path Why people outside of HR need to know about diversity and inclusion What is diversity and inclusion and why is it important Programs 3M has in place to embrace and promote diversity and inclusion

In our increasingly connected world the way businesses compete has changed. It is no longer about competing within your industry or within your geographic location--you are competing with everyone. And that is especially true with talent. The way that organizations compete has changed. It used to be that organizations would compete within their own industry or within their geographic location. But now with our world becoming more and more connected our organizations have to compete with everyone. And this is especially true in the war for talent. Employees today have so many options. Organizations have to adapt if they want to attract and retain the best talent. It is not all about perks--you don't have to have slides, ping pong tables, free food, and parties every week. The way to win the war is to bring humanity back into your organization. You have to treat your employees like humans.

My guest today is Farooq Kathwari, the Chairman, President, and CEO of Ethan Allen Interiors, Inc., an American furniture chain founded in 1932 with more than 300 stores across the world. Farooq has a new book coming out on September 3 titled: Trailblazer: From the Mountains of Kashmir to the Summit of Global Business and Beyond. He has a truly fascinating life story, some of which you will get to hear today. Our discussion today covers a lot of ground including how his background shaped his approach to leadership, the immigrant mentality to work, the six leadership principles he created over 35 years ago that his team still follows today, and how to get people around you to think like an entrepreneur. Farooq Kathwari is the Chairman, President, and CEO of Ethan Allen Interiors, Inc. an American furniture chain founded in 1932. The company now has more than 300 stores across the United States, Canada, Europe, Asia, and the Middle East. Farooq has been President of the company since 1985 and Chairman & CEO since 1988. Farooq's journey to his current role inside of Ethan Allen has been a very unique and inspiring one. He grew up in an area of conflict and he and his family became refugees and were forced to split up. At the age of 20, he made his way to Brooklyn, New York where he attended NYU at night and worked as a bookkeeper for a printing company during the day. He also worked hard as an entrepreneur to sell arts and crafts to stores like Bloomingdale's and Lord & Taylor. He later was hired as a junior financial analyst at Bear Stearns on Wall Street where he succeeded and therefore was recruited to set up an investment company. All the while he still sold his arts and crafts. It was at the investment company that Farooq was introduced to the co-founder of Ethan Allen, Nat Ancell. He had a partnership with Ethan Allen which later on led to a merger. When he was in his 30s, he became the head of Ethan Allen. How has his past shaped his approach to work and entrepreneurship? Farooq says, "When you say immigrant, you can also use the word entrepreneur. When you leave your home, when I came here with enough money for, I think about five or six months to survive, well, you have to be entrepreneurial. So immigrants, by nature, who leave their homes, who travel, have more of an entrepreneurial attitude, because not everybody from every other world leaves. It's a few people who leave. They've got to have that DNA to be able to leave, to take risks. Immigrants also take risks." He also truly believes in treating all people with dignity and respect. He brings that belief into his role as a leader and tries to empower his employees. When he first started as the head of Ethan Allen he met several thousand employees from different locations and he said something shocking which was, "The main job of a leader is to help their people become better. If the leaders don't do that, people have a right to revolt." Farooq says helping people become better is "a very critical factor in leadership. Leaders don't think that their job is to make people better." Farooq has all of the company's managers and leaders write a report for him every single week. In the report, they can share things that are working well, things that need improvement, and issues they are having with any employees. This practice came from one of the leadership principles Farooq created 35+ years ago. He still follows all of these principles today. They are: Leaders must have self-confidence. This also means leaders have to empower people. Leaders who don't empower people don't have self-confidence. Hard work--if leaders don't work hard, how can they ask their people to work hard? Excellence in innovation--You have to have a passion for being the best Accessibility--leaders need to be approachable and they need to treat people with respect Customer focus--The customer is number one, you have to take care of them Prioritization--Leaders must constantly think about prioritization because not everything is important What you will learn: A look at Farooq's fascinating life story and how he went from an immigrant student at NYU to the Chairman, CEO and President of Ethan Allen How his background shaped his approach to leadership The leadership principles that Farooq created 35 years ago and why he and all the leaders at Ethan Allen follow them still today How he provides feedback to employees who are not performing well How to continue persevering in business when you keep getting told 'no' How to create an entrepreneurial mindset inside of your organization What skills will be most relevant for employees in the future