As technology enables workers to decentralize their work, clocking "in" and "out" will no longer be necessary. Workers may rarely be in the office, and their working hours may bear little resemblance to the traditional nine-to-five schedule. What might the workplace look like in the year 2020?

1. Changing Leadership "... innovations don't require genius, just a willingness to question the way things have always been done." ...Robert J. Kriegel with Louis Patler from ... If It Ain't Broke . . . Break It! 1

2. The World is Changing so We Have to Change How We Lead As technology enables workers to decentralize their work, clocking "in" and "out" will no longer be necessary. Workers may rarely be in the office, and their working hours may bear little resemblance to the traditional nine-to-five schedule. What might the workplace look like in the year 2020? 2

3. Changes We Can Expect Though office buildings will not disappear, the space inside them will be reconfigured to support a workforce that comes in primarily to attend meetings and retrieve data The office of the future will be a place for focused work that requires true collaboration. It will also be a key site for socializing and cementing the relationships that keep an organization going. 3

4. Why Is This Important to Workforce Planning? Keeping employees is a key strategy for workforce planning The #1 reason people look for another job is they do not like their supervisor The need for leadership to be accepted and respected by employees is one of the most important strategies to employee retention Leaders need to be more innovative and flexible in the future to lead in a changing workplace 4

5. The Current State of Leadership What Is Working Now? What is Not Working? 5

6. Leadership Skills to Take Us to the Future Empowerment Building Trust Flexibility/Creativity Attachment to the Outcome – No attachment to the process 6

7. Source: Drawing by Leo Cullum in The New Yorker, copyright ©1986 The New Yorker Magazine. Reprinted by permission. 7

8. Empowerment - Defined Granting employees the autonomy to assume more responsibility within an organization and strengthening their sense of effectiveness 8

9. Empowerment Includes: Letting employees complete their work in their own way within parameters Assisting employees to eliminate unnecessary work in order to streamline tasks 9

11. Competence – confidence in their ability, self-efficacy

12. Self-determination – autonomy to decide how to do the work

13. Impact – influence in their work unit10

15. Ask for help in solving problems

16. Let employees make progressively harder decisions

17. Remove bureaucratic obstacles19 -9 11

19. Provide workers with info they need

20. Give employees freedom to respond to customer needs

21. Serve as a role model

22. Coach employees to mastery12

23. 13

25. Set or communicate the direction

26. Make decisions subordinates cannot make

27. Ensure that employees are on course

28. Offer a guiding hand and open doors14

30. Ensure employees have information needed to make decisions

31. Assess performance15

32. Trust: The Foundation of Leadership Trust A positive expectation that another will not—through words, actions, or decisions—act opportunistically Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk) 16

33. Dimensions of Trust Integrity Honesty and truthfulness Competence An individual’s technical and interpersonal knowledge and skills Consistency An individual’s reliability, predictability, and good judgment in handling situations 17

34. Dimensions of Trust (Cont’d) Loyalty The willingness to protect and save face for another person Openness Reliance on the person to give you the full truth 18

35. Basic Principles of Trust Mistrust drives out trust Trust begets trust Decline or downsizing tests the highest levels of trust Trust increases cohesion Mistrusting groups self-destruct Mistrust generally reduces productivity 19

36. Building Trust At a Distance The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions: There is no supporting context to assist the receiver with interpretation of an electronic communication The structure and tone of electronic messages can strongly affect the response of receivers An individual’s verbal and written communications may not be the same 20

37. Building Blocks for Changing How We Lead: Awareness – of why the change is needed Desire – to support and participate in the change Knowledge – of how to change Ability – to implement new skills and behaviors Reinforcement – to sustain the change 21

38. Another aspect of leadership is… The work – it will have to change in order to meet the needs of a changing world 22

39. Choosing Wisely Organizations have fewer resources and people to get the work done. ‘Doing more with less’ does not equate to working people harder and longer. Retreat, renewal, and balance are required for any employee to be productive and stay motivated. 23

40. Choosing Wisely (Cont’d) Organizations that simply work people harder will lose them when the economy turns around Doing more with less should mean choosing wisely – choose very carefully where you will spend your time, energy, and money 24

41. Choose Wisely by Answering: What work do you or your department do currently that is not directly tied to the mission of the organization or to the reason your job or department exists? Why do you think you or your department do the work? If the work is necessary, can you streamline the process? 25

42. Choose Wisely by Answering: If you or your department quit doing the work, what would happen? How much time will you or your department save by not doing this work? 26

43. In Conclusion Einstein Said: The Definition of Insanity is doing the same thing and expecting a different result Doing the same thing you have always done in radically changing times is a recipe for failure 27

44. About FutureDecisions Karen Arnold and Kevin Williams, managing partners in FutureDecisions LLC have over 50 years of senior leadership experience in human resources, organizational development and change management. Contact FutureDecisions at: info@futuredecisions.com 28