FUTURE SKILLS FUTURE THINKING

4. Create a roadmap with clear actions for ‘getting future fit’

6. Build trust in teams

You will have done most of the work in point 3, but now you need to think about when and how to effect the changes you anticipate to be necessary – for example, your learning and development strategy that will fill the skills gaps. You should also consider how you could mitigate adverse outcomes such as job losses and instability – and you may wish to set up your ‘change networks’ at this point ( groups with a broad range of knowledge, skills, and connections from throughout the organisation set up to focus on ensuring change happens). You will ideally have a group to work on each change you need to implement, in order to help you make progress more quickly. Remember to build engagement by communicating across the organisation often – don’t assume people know where your organization is heading. Give them the tools and the choice to engage and they will reward you with their energy and commitment. Whether you decide to champion ‘radical candour’, non -violent or compassionate and conscious communication, be intentional; communicate clearly, frequently and authentically. The demand for new skills and more advanced thinking will never remain static. Developing a fluid approach to reskilling and upskilling requires the creation of a learning culture. Employees must be empowered and be encouraged to take ownership of their own learning. For this to happen, they must develop the self awareness and metacognitive abilities to identify and manage their own limiting behaviours and then to do the work to master self-command. Leaders should advocate and model openness and curiosity, and develop the space for exploration and experimentation (i.e., the psychologically safe environment for giving and receiving of feedback to ensure collective responsibility to strive for better). Finally, organisations must provide the support in terms of both internal and external skills development, and the mental fitness to be able to operate with courage.

Trust exists in working environments where strengths are recognised and optimised, and employees or team members adopt a positive or growth mindset. Once trust is established, teams will experience greater success. They will perform better in terms of collaboration and innovation and find the experience of working in teams more fulfilling and enjoyable, while being stretched and challenged. Many highly skilled teams fail when due care is not given to building connections, interpersonal skills and ways of working, and the establishment of the shared vision, expectations and aspirations. Investment in this from the outset will yield far better outcomes. Allowing people to fail is as much an investment in learning as training and development. Leaders must create the conditions where employees, particularly those with entrepreneurial inclinations, can push the boundaries and explore their own and the organisation’s potential. Providing frameworks and processes as safety nets empowers teams and supports your leaders in creating the conditions for nurturing innovation. 7. Create the capacity to act and the freedom to fail

5. Develop a learning culture

8. Implement your strategies

You don’t need to do this alone. Work with specialist partners who commit to understanding your goals, aspirations and vision. Where one size doesn’t fit all, increasingly organisations are seeking out highly creative, agile partners who can deliver very specifically designed solutions that really do make a difference.

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