Forever Skills E-Book

Kieran Flanagan

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 288

Veröffentlichungsjahr: 2019

Beschreibung

What skills will matter most for work, business and life in the future? Where should you focus your energy and effort when the world is changing at an extraordinary rate? How can you future proof yourself, your organisation and your kids? In this ground-breaking book Kieran Flanagan and Dan Gregory have interviewed hundreds of successful business people, educators, futurists, economists and historians to uncover the key skills that will always be critical to success in business and in life. Where most futurists increase your sense of panic and anxiety with dystopian images of the not-too-distant future characterised by Artificial Intelligence (AI) taking our jobs, algorithms hacking our most private moments and Austrian-accented cyborgs raising our children, Kieran and Dan remind us that we need to look beyond the things changing around us and focus on the things that won't change within us. * Identify the skills you have that will always be relevant * Gain insight from business leaders, entrepreneurs, educators, sport leaders and more * Learn why each skill matters, and how to make it stronger * Discover the things that won't change as we inch toward the future These 12 FOREVER SKILLS are designed to set you up for whatever the future may throw at you plus help you get more success in your work and life, today.

Leseprobe

First published in 2019 by John Wiley & Sons Australia, Ltd 42 McDougall St, Milton Qld 4064

Office also in Melbourne

© John Wiley & Sons Australia, Ltd 2019

The moral rights of the authors have been asserted

All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.

Cover design and front cover image (infinity symbol): The Impossible Institute

Front cover image (pen): © NewFabrika/Shutterstock-pen

Back cover photo: © Oli Sansom

Disclaimer

The material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the authors and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.

To Gary and Darcy, my forever people,and to Kerryanne, for being forever in my corner.

CONTENTS

Cover

Acknowledgements

Introduction

1 The Three Spheres of Change

The Three Spheres of Change™

Future fears

Embracing new opportunities

Re-thinking education and training

The three key areas of Forever Skills

Part 1 Creativity Skills

2 Insight

The lure of data

1 Learn to read the signs and look for patterns

2 Be aware of biases

3 Sit on the other side of the argument

4 Seek to understand (not just analyse)

5 Make meaning from the information you have gathered

3 Conversion

1 Look for the big themes

2 Transfer, mix and macro

3 Be broadly interested and prodigiously curious

4 Generate unexpected collisions

5 Learn to repurpose like a child

4 Problem solving

1 Learn to love problems

2 Think in questions, not statements

3 Look for answers, not the answer

4 Do the work (creativity is a numbers game)

5 Fail well

5 Agility

1 Think of resilience as mental agility

2 Imagine an alternative framework or universe

3 Push beyond ‘The Obvious Barrier’

4 Challenge your own assumptions

5 Develop multiple senses of awareness

Part 2 Communication Skills

6 Influence

1 Know what you’re really ‘selling’

2 Align your value with their values

3 Demonstrate who you help them to be

4 Develop your emotional intelligence

5 Share your ideas, values and instructions through stories

7 Team building

1 Create a culture worth belonging to

2 Break down the silos

3 Diversify your team (and your inputs)

4 Build a ‘complete’ network

5 Connect them to each other (not just to you)

8 Trust

1 Develop some thought leadership

2 Nurture your community

3 Tell the truth with vulnerability

4 Practise ‘story-doing’

5 Make your ideas ‘pass-on-able’

9 Translation

1 Simplify the complex

2 Curate the information that matters

3 Use the appropriate language

4 Think in terms of education not information distribution

5 Make your ideas accessible, achievable and actionable

Part 3 Control Skills

10 Self-control

1 Develop your self-awareness

2 Understand that your emotions are feedback (and not always accurate)

3 Choose your mindset consciously

4 Control your focus

5 Control the controllable

11 Resource management

2 Place value on intangibles

3 Create value through a useful frame of reference

4 Don’t just manage quantity, measure quality too

5 Choose your timing … wisely

6 Assume a healthy margin of error

12 Order

1 Establish a sense of certainty

2 Strive for absolute clarity

3 Hold yourself and others accountable

4 Establish social order and convention

5 Be values focused

13 Implementation

2 Build engagement by starting and finishing

3 Hack your nature

4 Develop commercial acumen (then back yourself)

5 Detach from the outcome

Conclusion

Appendix A Looking back to look forward

It all began quite a long time ago … in the Ancient World

Recent(ish) History

The four industrial revolutions

Gender and geographic differences and similarities

Appendix B Today’s workplace trends

Current trends and future focus

Appendix C Ten years of work and research

Quant, qual and questions

Language matters … a lot

Skills vs traits vs roles vs values

Macro trends and industry insights

The Authors

The Podcast

Index

End User License Agreement

List of Tables

Appendix A

Table A.1

List of Illustrations

Chapter 1

Figure 1.1 the Three Spheres of Change

Chapter 5

Figure 5.1 mine the gap

Chapter 6

Figure 6.1 the Selling Stack™

Guide

Cover

Table of Contents

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E1

ACKNOWLEDGEMENTS

‘If I have seen further it is by standing on the shoulders of giants.’

SIR ISAAC NEWTON

Writing this book has only been possible because of the generosity of the hundreds of people we have worked with and interviewed over the past ten years, and most particularly over the past 18 months.

These extraordinary people have shared their time, their wisdom, their opinions and even criticisms and objections. All of this has helped this become a better book than it might have otherwise been.

To all of you, we say: Thank you. We are forever grateful.

A special thanks is also owed to a handful of people who went way above and beyond in helping us test our theories, ideas and thinking across different industries and countries, allowing us to pressure test the content of this book and ensure that it would resonate universally.

You have our deepest appreciation:

Dr Adam Fraser, human performance researcher, author, educator and consultant, Sydney, Australia

Adam Voigt, education expert, Melbourne, Australia

Alan Brodie, Alan Brodie Representation, London, England

Andrew Morello, Head of Business Development Yellow Brick Road, Sydney, Australia

Anouk Lagae, Duvel, Brussels, Belgium

Sir Antony Jay, writer, CVO, CBE, England

Bradley Trevor Greive, best-selling author of The Blue Day Book, Los Angeles, US

Brett King, Moven, New York, US

Bronnie Ware, author of The Top Five Regrets of the Dying, Sydney, Australia

Chip Bell, Customer Loyalty Authority, Greensboro, US

Chris Helder, international keynote speaker and author of best-selling books Useful Belief, The Ultimate Book of Influence and Cut the Noise, Melbourne, Australia

Cory Muscara international teacher and speaker on mindfulness, DrOz show regular, New York, US

Creel Price, Investable, Sydney, Australia

Dan Diamond, MD and resilience expert, Bremerton, US

David Bitton, Bitton, Sydney, Australia

Dermot Crowley, executive productivity expert and author of SmartWork and Smart Teams, Sydney, Australia

Frank Ribuot, CEO Randstad, Sydney, Australia

Holly Ransom, CEO Emergent and co-chair of UN Youth G20 Summit, Melbourne, Australia

Gabrielle Dolan, authority in business storytelling, founder at Jargon Free Fridays, author of Stories for Work, Melbourne, Australia

Gary Pittard, Pittard Training, Sydney, Australia

Captain Greg Laxton, Royal Australian Navy, Sydney, Australia

Irene Read, Director of Sales, BBC Worldwide

James Arvanitakis, Pro Vice-Chancellor (Research and Graduate Studies) WSU, Sydney, Australia

Jamie Pride, technologist, entrepreneur and author of Unicorn Tears, Sydney, Australia

Janine Garner, expert in networking, collaboration and leadership, author of It’s Who You Know, Sydney, Australia

Jason Forrest, CEO FPG, Fort Worth, US

Dr Jason Fox, arch-wizard of The Cleverness, once ‘Keynote Speaker of the Year’, leadership and motivation design pioneer, Melbourne, Australia

Jonathan Lynn, Director, Producer, Writer, Actor, Bath, UK

Jeffrey Hayzlett, C-Suite Network, New York and South Dakota US

Karen and Roy Merricks, MTA, Queensland, Australia

Layne Beachley AO, world champion surfer, Sydney, Australia

Libby Trickett OAM, Olympic swimmer and gold medalist, Brisbane, Australia

Lisa Messenger, Founder & Editor in Chief, Collective Hub, Sydney, Australia

Lisa O’Neill, speaker, author, influencer, New Zealand.

Lisa Ronson, Tourism Australia, Sydney, Australia

Marion Farrelly, Absolutely Farrelly, Sydney, Australia

Mark Mathews, big wave surfer, Australia

Martin Mackay, Managing Director CA Technologies, Asia Pacific, Singapore

Marshall Goldsmith, Marshall Goldsmith Inc, Rancho Santa Fe, US

Matina Jewell, UN peacekeeper, Kingscliff, Australia

Matt Church, founder and chair of Thought Leaders and author of Thought Leaders, Amplifiers, Next and Think, Sydney, Australia

Michael Henderson, Cultures at Work, Auckland, New Zealand

Michael Smith, 2016 Australian Adventurer of the Year, proprietor of the Sun Theatre, Yarraville, Australia

Michelle Toft, Pink Lady® Apples, London, UK

Natalie Field, Australia Post, Melbourne, Australia

Neil Hereford, Global Head of Environmental Markets Commonwealth Bank, London, UK

Neil Plumridge, Managing Partner Consulting PwC, Melbourne, Australia

Nick Cowdery, ret. public prosecutor, former barrister and acting judge, Sydney, Australia

Oscar Trimboli, author of Deep Listening and Breakthroughs, Sydney, Australia

Peter Baines, Hands Across The Water, Sydney, Australia and Thailand

Peter Cook, CEO, Thought Leaders Business School, Melbourne, Australia

Peter Sheahan, founder and CEO Karrikins Group, Denver, US

Phillip Di Bella, Di Bella Coffee, Queenstown, New Zealand

Richard de Cresigny, Pilot and author of QF32 and Fly!

Richard Field, Viva Africa Group, Port Louis, Mauritius

Scott Bales, Innovation Labs, Singapore

Shep Hyken, Customer Service Expert at Hyken, St. Louis, US

Stephen Koukoulas, economist and former economic adviser to the Australian Prime Minister, Canberra, Australia

Tony Harris, Tony Harris BSU, Sydney, Australia

Trent Innes, Xero, Melbourne, Australia

We would also like to thank the many clients and their teams we have the privilege of working with, the speaker bureaus who make it possible to share our message with audiences all around the world, the Thought Leaders community, the BBC and of course to our audiences who give us their time, attention and laughter.

To Nicola Ruitenberg, our Business Manager, thanks for keeping us on track and in line.

To Ali Hiew thanks for editing this book with thought, cleverness and a sense of humour.

To Oli Sansom, photographer extraordinaire, for the Forever Skills cover photography.

To our team Wiley; Lucy Raymond, Chris Shorten, Ingrid Bond, Marie-Anna Sultani, Renee Aurish, Markus Taylor, Paul Ashley, Clare Dowdell thanks for bringing this book to market.

Finally to our families and friends thank you for forever being there for us: Thank you Gary, Darcy, Tony, Mike, Jodie & Bronwyn and Kerryanne, Lillah, Brian, Bruce & Simone.

forever :for a limitless time

skills  :a learned power of doing something competently

       :a developed aptitude or ability.

       :the ability to use one’s knowledge effectively and readily in execution or performance.

INTRODUCTION

Where might we find certainty in a world of change?

The Greek philosopher Heraclitus is famously quoted as observing that ‘Change is the only constant in life’. We’re not so sure.

Now, you’re probably thinking, ‘Wow, it’s paragraph one and already they’re questioning one of the key tenets of a renowned Greek philosopher. That’s a bit bold!’ And perhaps it is. But this book is all about challenging that theory (or, more precisely, the word ‘only’) and answering questions such as:

Are some things evergreen?

What do we want to hold on to?

What, if anything, is forever?

Now don’t get us wrong — clearly the point Heraclitus was making is still a very relevant reminder that change is inevitable and we should prepare ourselves accordingly. However, we also believe it’s worth considering what other things will not fundamentally change, and how this understanding might actually prepare future generations, our organisations, and, indeed, ourselves, for whatever change awaits us in the future.

We’re not alone. We’ve interviewed and surveyed hundreds of extraordinary people from around the world — leaders, practitioners and professionals from virtually every field of endeavour — in an effort to discover which skills they have most relied on to achieve their success and the skills they believe will always matter. (A more thorough explanation of our research methodology can be found in the three appendices at the end of this book.)

This journey has led us to the 12 skills that we believe will hold us in good stead, regardless of how the world changes.

We’re not arguing with the fact that there is a lot of change happening all around us — merely that the true nature of that change is more complicated and nuanced than how it is typically presented to us.

And look, we get it; technology is evolving at a mind-blowing pace, information is spreading at the speed of ‘likes’, and even the physical environment around us is altering faster than ever before. None of this will surprise you. You might even be bored, or even numbed, by this observation, given how much attention has been focused on the rate of change in the media, in politics and in corporate culture.

In fact, it’s become quite fashionable for futurists, economists and business strategists to terrify their audiences with dystopian views of the not-too-distant future characterised by Artificial Intelligence (AI) taking our jobs, algorithms hacking our most private moments and Austrian-accented cyborgs raising our children:

‘Your job has been automated!’

‘Your education is outdated!’

‘Your workplace is under threat!’

‘You’re falling behind!’

‘Those you care about are in imminent danger!’

‘Come with me if you want to live!’

All of this fear drives clicks, shares, conversations, a whole lot of anxiety and, let’s be honest, makes a lot of people a great deal of money.

So into this sea of panic and confusion, we’d like to launch a raft of calm. Throughout this book, we will identify skills-based lodestars by which we can navigate the choppy waters of change and develop capabilities that will endure and transcend the maelstrom of workplace trends and technological advances.

So yes, we do live in a constant state of flux, of technological change and disruption. A logical strategy for life and business is to accept the inevitability of change. However, we also believe that there are other constants worth considering: evergreen skills, character traits, values and roles that will be useful, powerful and differentiating regardless of what changes around us. Skills that can be learned, invested in and developed.

We call these ‘Forever Skills’.

This isn’t a book about survival or safety. We’re not interested in minimum requirements. That would be far too ordinary, and there are already more than enough people in the world living lives of compromised impact and happiness.

No, we want you to do so much more than just ‘get by’. And we wish for your children to choose out of possibility, not fear or scarcity.

We believe that your teams should be lit up, not just putting up with the change that they feel is being thrust upon them.

We want you to be the kind of leader who guides people through change to something better, not the kind who reacts blindly in panic.

You see, no matter what the future holds, we need people willing to make positive change and make change positive.

We will — forever.

1The Three Spheres of Change

We typically think of change primarily in terms of what’s changing. No great surprise, given our brains have evolved to view change as mostly threatening (often with good reason). So it stands to reason that we have a heightened sensitivity to the changes that occur in our environment, in technology and even in the moods of the people around us. We talk about it, hypothesise about it, evangelise it and complain about it. We try and predict it, manage it and keep up with it — and we often panic about it.

However, change has multiple dimensions and, consequently, multiple impacts. If we are to adequately prepare ourselves for an ‘unpredictable future’ we should take a more complete view of change. Our goal in this book is to broaden our emotional palette from one of fear and panic to one of calm acceptance and even inspiration.

Through our work and research in the worlds of professional training, business strategy leadership development and innovation consulting over the past decade, we have identified three critical areas of change. These three aspects inform how well people and businesses perform in an environment of change and also identify where their focus should be applied in terms of skills, strategy and investment in both time and resources.

We call these the Three Spheres of Change.

These Three Spheres of Change, while related, tend to drive significantly different outcomes, emotional responses and approaches. If used cleverly they give you a more complete view of change and how to manage it, drive it, lead it and not feel sick about it. Remember, one of our primary goals with this book is to remove much of the hype and panic around change so we can approach it with a more balanced perspective.

THE THREE SPHERES OF CHANGE™

The Three Spheres of Change are shown in figure 1.1:

what’s changing

what’s unchanging

what needs changing.

Figure 1.1 the Three Spheres of Change

The Three Spheres of Change are all important and should get equal attention. But they don’t. Rather, some tend to get the preferential treatment and focus of a favoured child in a 1970s television sitcom.

What’s changing is clearly the first and favourite child (the Marcia) and it gets the lion’s share of our focus. It’s bold, it’s in your face and it commands attention now. It is the most reactionary sphere and when we filter our views through it, if we’re not careful (and balanced by the other spheres), we can feel the need to take immediate action or else risk being left behind. This sphere drives business, technology, education and media who pump us up with worrying news about the importance of staying ahead. It is competitive.

What needs changing benefits from our bias towards the new and the excitement of fresh possibilities. It’s wide-eyed and promise-filled. This might be considered ‘the baby’ (the Cindy) of the change family. Used well, this sphere is proactive. It can help you not simply react but create the changes you want to see in your business, community or world. Entrepreneurs tend to spend quite a bit of time here.

What’s unchanging however, is the Jan Brady of change! It gets the least amount of attention when compared to the other two spheres, as it’s quieter and less demanding. It’s not as flashy as What’s changing or as beguiling as What needs changing, but it is crucial if you want a full view of change. It brings much-needed perspective. It does this by taking a broader view of change. It’s about human nature and our eternal needs and wants. It’s perhaps the most important sphere when it comes to navigating change and preparing ourselves for the future.

This ‘middle child’ of change tends to overlay quite nicely the ‘Not urgent but important’ quadrant of Dr Stephen Covey’s famous Urgent/Important Matrix, described in his self-help classic The 7 Habits of Highly Successful People. Like the ‘Not urgent but important’ quadrant, ‘What’s unchanging’ doesn’t seek immediate attention. However, an investment in it reduces fear and urgency and, in doing so, creates a sense of personal power and control.

Consequently, this is where we have focused most of our research and interviews for this book. There are already plenty of great books on the shelf about social trends and technological advances, and another significant proportion of recommended reading is devoted to innovation, new skills that will be required and how to make new change stick.

Forever Skills, however, aims to articulate what is worth keeping, nurturing and deepening.

So why is change such a big deal anyway?

FUTURE FEARS

Traditionally, human beings don’t do change well. In fact, our social and commercial histories are peppered with examples of resistance to change, from the Luddites protesting the rise of weaving machines in the early 1800s to the famously failed ‘New Coke’ experiment that almost destroyed one of the most powerful brands and businesses on the planet.

Human beings, it seems, are quite backward when it comes to moving forward.

Today, that sense of alarm is exacerbated by the overwhelming stream of ‘if it bleeds it leads’–style news reporting and ‘alternative facts’ flooding digital technology as never before. This can lead us to second-guess what we assume to be true and, in turn, drive us to be more paranoid and fearful than we once may have been.

We’ve conducted surveys around this fear of change with our audiences. While it does tend to increase as the average age of the audience rises, our surveys have demonstrated that the fear is actually quite universal. In fact, a simple shift in the frame we use to describe the nature of the change (for instance, looking at change in terms of housing affordability) can elicit a sense of dread even among digitally native Millennials and Gen Z’s.

But this is far more than just a social trend or an existential crisis. In The Art of Innovation, Apple’s former chief evangelist Guy Kawasaki notes that few market leaders have been able to ‘jump the curve’ and maintain leadership once a technological leap has been made.

Kawasaki observes that ice farmers in the frozen north failed to make the leap to factory-based ice production, who in turn failed to make the leap to the production and distribution of home refrigerators. This pattern has been replicated in many industries in the years since.

There are a number of reasons for this, not least of which is the fact that innovation requires a willingness and ability to kill the status quo. Not easy to do when you are actually part of the status quo and it also happens to pay your salary, cover your rent, take care of your children’s school fees and put food on your table.

The other, perhaps more sinister, force increasing this sense of trepidation about the future is the fact that there is a lot of money and power to be earned from fear. Entire industries thrive on this very human emotion and have little interest in dispelling fear or creating a sense of comfort about the future.

These include sectors such as insurance, politics, education, religion, the stock market, banking and even retail. Areas that in many ways play a positive role in society, but are also susceptible to using fear-based manipulation.

So if fear is often an incorrect (or unhelpful) response to the world of change, what are the alternatives?

EMBRACING NEW OPPORTUNITIES

Perhaps just as distracting as future fear is the temptation offered by new opportunities.

At first blush, this seems a far less dangerous preoccupation than fear. Surely the capacity to find opportunity in change is a good thing. Of course, it can be. However, as anyone who has ever sported a mullet or worn yoga pants for anything other than a yoga class can (and should) attest, not every trend or opportunity is worth investing in.

In much the same way that we can become distracted by what’s changing, we can also become enamoured with what could, or we believe should, change.

This is partly driven by the competitive desire, which many of us share, to be the first and to shape the future in our own image.

However, as Ohio State University’s Oded Shenkar suggests in his book Copycats: How smart companies use imitation to gain a strategic edge, being first to market is not always a recipe for success. In fact, Shenkar’s research found that as much as 97.8 per cent of the value of an innovation goes to the imitators, not the innovators. So much for being first to market!

Which is not to say that a mindset of openness to change or an awareness of opportunity is always a liability. Quite the contrary. However, in the same way that the trends, tools and technologies that are changing are not the complete picture of change, neither is the change we seek to make ourselves.

So, rather than stifling innovation and curtailing progressive strategy, what we’re advocating for is a more holistic view of change where just as much focus is paid to what remains as to what we might lose or gain.

RE-THINKING EDUCATION AND TRAINING

All of this becomes particularly important when viewed through the lens of education.

This is true whether it’s applied to our own personal development, the training protocols we implement with our teams, or our children’s educations.

Of all the industries we’ve had the pleasure of working with throughout our professional careers, few incite such passionate opinion and disagreement as education. Which is not entirely surprising, as we’re all the products of that industry, and it was a process that was not necessarily enjoyed by all.

This anxiety has seen a rise in trends such as helicopter parenting, increasing demands on the content of curriculums, and parents becoming more emphatic and opinionated in parent–teacher interviews.

The media regularly reports and endorses cries from parents pressing for a ‘return to basics’, to ‘teach the three Rs’ and the ‘need for more STEM’ (or its more recent modification, ‘STEAM’ — Science, Technology, Engineering, Art and Mathematics).

Of course, much of this is reactionary and subject to the same trends and fashions that drive change in the worlds of business, society and government.

One of the critical reasons we wrote this book, having invested a significant portion of our lives into training leaders and teams in different industries around the world, is because playing catch-up, or trying to predict which skill will fall into or out of favour, has proven to be a largely flawed strategy.

One of the great challenges of change is that it is unpredictable. There’s a reason futurists, social demographers and economists don’t offer money-back guarantees.

Having observed the limits and challenges of modern education, what came through repeatedly in our research was the idea that a new conception of education, one based on self-learning, was critical for any skills we might need in the future, and that the process of education is a lifetime undertaking.

Nonetheless, as we’ll explain in the coming chapters, our research also revealed that there is a set of skills, traits and capabilities — Forever Skills — that can help all of us adapt and prosper through change, while equipping us with a framework for whatever new skills might be required.

THE THREE KEY AREAS OF FOREVER SKILLS

In the interest of clarity, memorability and portability, we began to cluster the Forever Skills around three central themes.

Clustering skills, and indeed choosing the correct names for these skills, presented us with a few issues. Throughout our research we learned that what we had assumed were easily understood descriptors for certain skills varied greatly across different industries and contexts. We also wanted to create a mnemonic that was memorable and usable, but not so trivial that it devalued the thinking and collective wisdom that sat behind it.

We decided on three key groups. The first revolves around an ability to understand, strategise for and solve complicated problems. The language that emerged around this cluster includes a capacity to solve problems with different modes of thinking: creativity, critical thinking, insight mapping, design, strategy and situational intelligence.

The second cluster that emerged centres around people skills. This includes the ability to persuade, to move others to action and engage and galvanise support for one’s ideas.

Lastly, the third cluster centres on the idea of control. This includes controlling our own performance under duress, our own fear, the quality of our output, the environment (in its broadest definition) and others — in terms of consensus building, social justice and crime prevention.

All three of these clusters reveal themselves throughout our skills research, throughout the history of work and human endeavour, in our present workplaces and also in the predictions of futurists and economists about the near and distant future. Which makes them forever.

So what are the three Forever Skills clusters?

Creativity

. The capacity to garner insights, invent, innovate, solve problems and be mentally agile.

Communication.

The ability to engage, persuade and move others towards a shared goal.

Control.

The mastery of power over self, our actions, the environment and social consensus.

Within each of these three clusters sit four crucial skills. Now to explore these 12 skills that will be evergreen.

PART 1CREATIVITY SKILLS

‘THE BEST WAY TO PREDICT THE FUTURE IS TO CREATE IT.’

Peter Drucker (or possibly Abraham Lincoln or maybe Alan Kaye)

The first of our Forever Skills clusters is Creativity.

Unfortunately, even though we’ve identified this as a critical cluster of Forever Skills, most people don’t actually believe they are creative.

It’s likely you’re one of them. Research done by Adobe in 2012 found that eight in ten people felt that unlocking creativity is critical to economic growth, and almost two thirds believed creativity is valuable to society. Yet, only a paltry one in four believed they are living up to their own creative potential.

Adobe’s research correlates with our own experience. We regularly ask conference attendees and boardrooms filled with people to raise their hands if they think of themselves as creative. Usually, out of the tens, hundreds or even thousands of audience members, only a few will put up their hands.

In a world where robots are predicted to dominate the replicable processes in our work, leaving the more creative tasks to us humans, this is not a good result.

Creative skills are particularly important because they help us solve problems, find new ways to do things, challenge the status quo and ultimately move the human race forward. Creativity, therefore, is a key area of Forever Skills and it’s one we all need to develop.

The question is, Why don’t we think we’re creative?

Perhaps it’s because we seem to think creativity is something that happens magically or intrinsically, as opposed to something we make happen. Consider some of the language we use around new ideas and creativity. It was ‘an act of genius’, ‘a flash of inspiration’, a moment when ‘the muse struck’, or that ‘the idea just came to me’. All of these clichés reinforce the misguided notion that creativity is a mysterious force available only to the special few, or something that happens randomly or as a result of luck.

While a solution may indeed occur to us seemingly out of nowhere, the reality is that we have probably been working on the problem, even subconsciously, for some time — gathering stimulus and input and attempting to solve it.

Compounding the perception of creativity as random and fickle is the fact that many people are confused about what creativity actually is. At a conference recently, we were lucky enough to sit on a panel discussing the importance of creativity in business. One of the other panelists was a very intelligent, highly educated senior leader from an enormous global technology company. She enthusiastically regaled the audience with her tale of how the company’s staff now occupied some of their time with painting, drawing and even sculpting to demonstrate their commitment to creativity.

Sigh.

Let’s dispel some myths about creativity.