New Work-a term with many facets. It is about the new world of work itself, about contemporary leadership behavior and an agile corporate organization. Seven points are relevant. […]
New Work implies first of all showing how Old Work works. Of course, this occurs in a wide variety of forms, but the most typical is probably Command & Control. Command & amp; Control organizations are hierarchically dominated, stylized by a top-down organizational chart and characterized by rigid processes. Commands flow from top to bottom, reports from bottom to top.
The task of the superiors is above all to ensure that the upcoming work is done according to goal and plan. The power Lead, though simple, but also very dangerous because it produces lethargy and Jasagertum. The customers receive service according to regulations, which is rather meager, because everything has to follow the planned processes. That’s not how you make it into the future. The following would need to be changed:
In times of digital transformation, the command-control principle is still useful at most in individual cases. Agile network organizations are the preferred model for the future because they are better able to cope with the constantly new, mostly unpredictable requirements of the future. Here, the employees follow the jointly defined flexible goals and are responsible for the results.
The leadership only gives the rough direction of the march. And it creates a framework that makes collegial self-organization is possible. It reduces the should-and strengthens the allowed, can and want. Continuous will to learn, high degrees of freedom and extensive co-creation possibilities are the norm. Instead of waiting for decisions from above, you consult with colleagues and then decide for yourself.
In thriving, sustainable companies, great importance is attached to a feel-good climate. Because work has to be fun to become good. First and foremost, it is the fear, and especially the fear of mistakes in doing that must disappear from companies. Because fear is the biggest performance killer. Hierarchies are therefore being pushed back. Eye level instead of authority is the issue.
The fact that people under pressure perform spiritual feats is a dangerous myth. The opposite is indeed the case. Constant pressure and persistent dissatisfaction sabotage the brain’s ability to do its best, because the messengers secreted in the state of anxiety block synapses. But for cognitive work and creativity that leads to innovation, fast synapses are urgently needed.
Routine tasks performed in the future” colleague ” computer. All business areas are automated. Only those who can do more than what software does are well paid: the difficult, the individual, the conceptual. The new professions have to do with creating, designing, innovating, coordinating and collaborating. They demand flexibility, adaptability, non-conformity and, most importantly, a sense of both people and technology.
Agility is a must for everyone. Regular changes between employers, tasks and functions become the norm. Departmental boundaries blur. More and more employees will come together to form teams based on projects or tasks and organize their work themselves. Swarming is the technical term for this. New working methods such as design thinking, prototyping, Kanban and Scrum as well as collaboration software and online diagnostic tools will support you.
In addition to a core workforce in conventional employment relationships, there is increasingly cooperation without a traditional employment contract: in projects, with freelancers, with temporary employment companies, with interim managers. There are more fixed-term contracts, higher part-time rates, more outsourced areas and a larger number of employees specialists, suppliers and business partners.
The stationary workplace and the own office are pushed back in the course of this. Remote presence, a mobile work culture, flexible working time models, virtual Teams, and the partial Home Office are common. You surround yourself with the best people for a particular job. Thus, companies become hubs for digital nomads and home for temporary work.
In the future, leadership people will face completely new challenges: they must learn to master the new working models. You must manage both present and non-present, instruction-oriented and self-organized, and employees and non-employees, and make them productive as quickly as possible. Work orders are more and more controlled by agile projects.
This requires network organizers and project-leading moderators in particular. Loss of power and control is an inevitable consequence. Completely different leadership styles are moving forward: From now on, facilitators and catalysts are needed. And for leadership careers, only people who understand people can be considered. The others shall be deprived of their management licence immediately.
Successful companies have long understood this: proximity ensures connectedness. Those who often have to deal with each other should not only work in the same building, but if possible also on the same floor. We need free space around us, good air, bright light, meaningful walking paths, communication islands, meeting units, places of retreat and recreation, colorful cuddle corners – and time for chat breaks.
Creativity does not arise on command when you sit isolated at the desk in the standardized individual office, but rather when our thinking apparatus relaxes and shares thought blanks with others. For the different phases of the project work we need different spatial and communication concepts. Social enterprise software, in-house forums and wikis provide connection.
Work and leisure are more and more mixed. Phases of relaxation, no longer take place after 5 pm and on weekends, but whenever it just fits or the brain needs a regeneration break. Since employees now give private time to companies, companies must also give their employees their own time while working. Work Life blending is called that.
A four-day working week is no longer a signal of crisis, but a consciously chosen way of life. A sixty-hour week no longer serves career goals, but is an advance for a sabbatical. Because who is” always on”, urgently needs deceleration. The following applies: everything can, nothing has to. No one should be forced to work one way or the other. The framework conditions must fit the individual in order for good things to succeed.
* Anne M. Schüller is a keynote speaker and business coach. She is considered an expert in touchpoint management and customer-focused corporate management. Schüller is the author of several award-winning bestsellers. Her current books are called “Touch.Point.Victory “and”Fit for the Next Economy”.