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- Herausgeber: Clink Street Publishing
- Kategorie: Fachliteratur
- Sprache: Englisch
- Veröffentlichungsjahr: 2024
In a world of constant change, where the very nature of work is evolving, how can organizations adapt to embrace a more human-centric approach? The answer lies within the pages of Neverland, a thought-provoking and insightful book by Trevor Hudson. Drawing upon years of experience driving organizational change and a deep commitment to transforming the way we work, the author explores the foundations of a more human-centered philosophy for the future of work. This book serves as a guide for overwhelmed leaders, trapped in the patterns inherited from their predecessors, often rooted in outdated Western, patriarchal and paper-based paradigms. It's a call to action, encouraging readers to ask the big questions that can unlock previously unconsidered possibilities in how we work and lead. The upheaval of 2020, marked by the COVID-19 pandemic, forced millions to work from home. The unexpected experiment demonstrated that remote work is not only possible but can even boost productivity. Yet, it also revealed the toll it can take on individual wellbeing. This book examines the impact of this monumental shift and the opportunities it presents, Neverland doesn't just highlight the challenges; it offers practical solutions and insights drawn from a rich tapestry of collective wisdom and pioneering efforts across various fields. As we navigate the ever-changing landscape of the future of work, two formidable challenges emerge: predicting the future itself and tailoring the human-centric approach to each unique organisation. This book delves into these challenges, shedding light on what pioneers are doing to lead their companies into this new era. It's a dynamic space, and readers are invited to be as excited as the author about the possibilities it holds. With insight, wisdom, and a dash of inspiration, this book is an invitation to leaders, innovators, and dreamers to be bold, ask the tough questions, and imagine a new world of work - a Neverland - where the landscape of productivity, creativity and the desires-made-real of every individual and employee coexist.
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Neverland:
Creating human-centric organisations in a post-pandemic society
Trevor E. Hudson
Dedicated to my sister, Anna, that mediocre piece of shit.*
* I struck a deal with her a long time ago that I had to include this exact dedication in my first published work. I’m too proud not to do it and too cowardly not to do it without this disclaimer.
Acknowledgements
I am firmly of the belief that just as ‘it takes a village to raise a child’ everything I create, from this book to minuscule moments (good or bad), are the product of thousands of people who have influenced and educated me along the way. My contribution is propped up by those who have researched, discussed, challenged and generally tried to make organisations better for the people who work there.
There are thousands of companies attempting pioneering things with the celebration of humanity at their core. Whether in their purpose, structure or organisation, they are testing the limits of what works. They are the non-profits challenging the multinational dominators, there are the self-managing organisations proving that leadership is a behaviour rather than a job title, they are the transparent companies that share their experiments openly, and sometimes they are all three. I salute you.
I wrote this book but it could easily have been curated by many others in my network with access to similar knowledge and experiences. To this day I’m still not quite sure how I ended up writing the 80,000 or so words contained within. It certainly isn’t drive as I don’t have much. So it must, in part, be down to the people I surround myself with.
Specifically in the creation of this book I would like to thank:
My wife and family. They keep me on the ground when I feel lost in my head. My wife is a source of both inspiration and pragmatism. My children make it more real than ever how important it is to make organisations better places for the next generation.
My sister, Anna, who despite my dismissive dedication inspires me by working incredibly hard every day to help those affected by cancer. She was also an editor for this book and despite my horror at the idea of ever pressing send and publishing anything I have ever written, her feedback has given me the confidence that even if it was terrible before she looked at it, it’s a lot less terrible afterwards.
My friend, Angelique Slob, whose work with the Hello Monday Club and sessions with me as a thinking partner, inspired me to commit at least some of our rambling and raging against the machine to paper. Articles and blog posts that she challenged me to write have formed various chunks of content in many of the chapters.
Finally, I would like to thank the hundreds of people along the way who, when I shared the concept for the book said, “I’d read that”. Perhaps a throwaway comment for some but it always seemed to come at just the right time when writing this book felt like an egotistical indulgence and a pointless vanity project. They’ll probably never know the part they played.
I honestly have no idea how anyone ever writes anything (or does anything) without all the amazing people I have on my side, on theirs.
Contents
Introduction
I decided to write this book because, having driven organisational change from the inside for many years, my work as a consultant and coach helped me to realise that many business leaders dedicated to the idea of a better future of work were struggling to know how to drive those changes themselves. It was clear that many people share a passion for more human-centric approaches to creating and transforming organisations and a belief that the future of work would inevitably include a move towards a more human-centric philosophy.
Many leaders are so overwhelmed with the work of today and the choices of tomorrow they fall back into old patterns. These patterns are inherited from their predecessors in many instances, who often inherited them from their predecessors. The rules, many of which were unwritten, came from predominantly Western, patriarchal, paper-based, slow communication ways of thinking. How could we reinvent work? How could we reinvent ourselves? What more could we achieve if we could shed our post-industrial skins? Asking these questions could open up never-before-considered possibilities about how we work and lead. Sounds exciting, doesn’t it? Overwhelmed leaders barely have enough time to ask the big questions, let alone come up with big answers.
Seeking out new ways of working can be a scary prospect. But this fear can be relieved by the approaches outlined in this book. What follows considers the logic of what makes people productive, and occasionally ends up somewhere fantastic, although entirely within reach for most organisations.
From the community of those dedicated to trying new things, plus my own research, has arisen collective wisdom and several ways forward in many disciplines. However, working within the future of work arena remains challenging for two reasons:
The future is tough to predict, and futurists can be those who we go to for entertainment and a meagre ‘hit rate’.Human-centric also means very idiosyncratic by its nature. Each company gets to design itself, and each employee gets to design their own work. Technology is the driving force, and it has created so many options it’s hard to keep up.I will take the approach of identifying the challenges and sharing what some of the pioneers in these areas are doing. This includes the companies themselves or the providers who are creating the opportunity for transformation through innovative technology. It’s a dynamic space and I hope you will be as excited as I am.
Of course, 2020 issued its own challenges, and I write this after the effects of the COVID-19 pandemic on company structures are evident but still emerging and not fully understood. Millions of people began working from home (WFH) and forced thousands of organisations to embrace this. It wasn’t planned as remote work, but it was enough to prove it can be done. Many organisations reported an increase in productivity rather than a drop, although the cost to individual mental health was high for many. Everything became accelerated: divorce, birth, hiring, firing, and even talking to relatives halfway across the world became more routine.
The biggest WFH experiment of all time proved it could be done and encouraged video conferencing companies such as Zoom, Microsoft and BlueJeans to innovate rapidly. They moved their investment plans away from the meeting room integrations of the hybrid workforce to support the rapid rollout of individual engagement functionality and platform stability. Those that scaled saw their adoption skyrocket, and those that didn’t were left behind. It’s hard to know who really won, but as an independently traded company, Zoom saw its stock double from the beginning of the pandemic and became synonymous with virtual meetings – people citing ‘Zoom Fatigue’ irrespective of which platform they are on.
The challenge presented by the events of 2020 that required WFH for information workers was immediate, necessary and painful. The practice was previously tested in the loosest sense, but here it was under extraordinary circumstances, namely:
Huge restrictions on choice and freedomsInadequate time for the individuals to prepareTraditional companies not suited to remote work being unable to offer enough support quicklyWidespread grief at losing loved ones or being cut off from themOften combined with homeschooling without the chance to prepareThe result was that many people suffered from depression and anxiety. Some of the worst set-ups could see lone parents, in small accommodations with limited outside space, homeschooling and taking video calls in their bedroom. It widened and worsened inequalities. In the office, perceived inequality had been closing, except for long job titles, expensive clothes and parking spaces. The tech CEOs of Silicon Valley showed us the boss could sit amongst everyone else, especially in the start-up. But now, the illusion of equality had dissipated again, with some people calling in from the perfectly equipped, well-lit, separate home office while others preferred their cameras off. There was the now quite famous case of the actor who auditioned from his flat on a video conference (a flat I thought looked quite nice) and, with the microphone not properly muted, heard the casting panel remarking on how pathetic his accommodation looked.
What was missed in the scrabble for something that worked was the consideration of the human beings who scattered from the protection of the ‘place’ of work the barrier-less seclusion of a work/home set up that felt more like a prison than the actual four walls where work was done. The companies that did the best with these dramatic changes had the wellbeing of their teams guiding every decision rather than the availability of their systems being the key measure of success. We have started to see the impact of the Great Resignation (although we will discuss why that is a misnomer) and how the expectations of employers have changed as evidence that being human-centric is now a clear competitive advantage, at least in the talent stakes, if not the wider macroeconomic system.
This book will take time to explore the further impact of the normalisation of remote working. The gateways that it opens to globalisation even for smaller companies and asynchronous collaboration and innovation. Every aspect of work changes, just a little bit, if some or all of the team works remotely. I can have more choices about my environment. I can have my lunch break with my next-door neighbour (that’s not compulsory, of course). I can set up a base more easily anywhere. I can extend my vacation and work from a beach. I can visit a manufacturing plant in China and still meet with my customer in the US (although it might be a long day). The possibilities will continue to unfold for years to come, and the opportunities to make work more individual and more human are greater than they have ever been.
2020 also saw a resurgence in attention on diversity and inclusion, particularly in the arena of race. It feels strange to say that diversity is part of the future of work when it is clearly ingrained in the past, present and future of not just work but everything. Putting it in the ‘way forward’ box seems somewhat reductionist. But one change I have seen is the need to demonstrate consideration and consultation in all new initiatives. In other words, when organisations tackle inclusion sincerely, it isn’t just about big, visible, diversity initiatives. It’s now about how what we do affects everyone all the time. Systems and processes designed by and for the majority will disadvantage the minority and keep the power where it is. This book will reflect that in earnest. Without looking directly at diversity, rest assured it is a core consideration of everything we discuss. We can’t and shouldn’t build a future of work that doesn’t involve everyone. Being human-centric means being more accommodating and understanding to our humanity and including all of humanity.
This book will also tackle the sometimes-thorny issue of change. Change theory has been heavily influenced by a staged model (unfreeze–change–refreeze), which has surprisingly scant evidence to support it. It also made up the word ‘unfreeze’ when ‘thaw’ worked perfectly well! Ever since, change approaches have focused on creating chronological plans that oversimplify the frustrating complexity of change. Thankfully I have had the good fortune to work with leaders and consultants willing to challenge the accepted wisdom around change and embrace something new.
In my own business Woden Consulting, which I started while still working full-time in leadership development and learning, I focus on the role of ancient or at least very old knowledge. I work at the intersection of the latest developments in psychology and sociology and almost philosophical or at least pre-Enlightenment learnings on what it means to be an effective human. I‘m particularly interested in understanding what ‘wisdom’ actually is and had one of the first published journal papers on the topic of Organisational Wisdom.
Change, and particularly humans in change, is often treated as a problem. But the complexity of change challenges us to think more of them as systems in which leaders and people, in general, are integral and not separate.
As well as tackling change as a process and its need to evolve, the value of understanding change is integral to a human-centric future. After all, any leader looking to move their company forward is an agent of change.
Change and transformation are natural and always have been, even if they are not always voluntary. The caterpillar transforms into the butterfly but not before becoming a gooey mess inside a chrysalis. The challenge for today’s leaders is to look beyond the neatness of ‘caterpillar to butterfly’ and instead embrace the goo. It isn’t very poetic, but it is realistic.
Unfortunately, there is an element of truth to human-being change resistance. The human brain is simultaneously blind to change in its environment (unless looking directly at it) and yet has a well-cultivated fear response to change perceived as ‘done to’ it. We will use this ttobuild more consultative and dynamic change. Agile project management is partly successful because it creates an atmosphere where surprises are minimised and perfection isn’t a goal – two things that can create blockers to change in the people going through change and the change champion respectively. We can extend these lessons and scale the approach to larger change projects and make them more human-centric, not out of moral obligation but out of practical necessity.
Change is one of the most important topics to consider, and hence it is one of the longest chapters for two key reasons. The first is that if you are interested in transforming your organisation to be more human-centric and embrace new ways of working, you will inevitably be involved in change. If you take an old-fashioned approach to change while trying to instigate a new culture or climate in your organisation, it will be like walking uphill on shale: you might make some progress only to slip back down again. The second is that change in organisations, policy-making and almost any scale initiative has been decidedly un-human; in some instances I would even go as far as to say inhumane. To address the inequalities in how this is approached, we must rip it up from the root. Making change human-centric is as big a leadership challenge as it comes.
One of my favourite subjects is leadership, and I have enjoyed exploring the idea creatively in this book. I must be a glutton for punishment as it’s as messy and contentious as a subject gets. Sometimes even controversial – I have lost track of the number of times someone asks ‘Was Hitler a good leader?’ (the answer, by the way, is a definitive ‘no’, but I appreciate the debate). Leadership continues to be an aspirational state for many executives, and honestly my view is that the constant striving to develop is part of being a leader. Sorry. Leadership books and gurus can help to some extent. Still, the data they use is often drawn from mostly English-speaking companies, almost all from older male leaders, and almost all from leaders’ biased testimonies.
In leadership, we will go back to basics. There is no magic wand, and there is a lot of hard work. The good news is that if we strip back complex competency models, and look beyond the charismatic ne’er-do-wells, examples of good leadership are all around us. This book will help to extrapolate this learning for the future of leadership.
It is also probably worth taking some time to distinguish what I mean by human-centric, which I am trying to embody in the book itself. The principles I have applied to how I have written it – accessible, flexible, practical and allowing for individuality – are also what I condone across the various topics of this book. Moreover, each subject will ask, ‘If we put the effective function of all humans in the middle of this, what would it look like?’ This is not radical. After all, we have all probably come across the idea of human-centric design, particularly concerning technology. This use of the technology lens helps us understand why now is the time to discuss this. While human-centric design could have always been a recognised concept, it was for many years in business self-evident. There was no point in creating a hammer or weaving machine that didn’t have the human in mind; it would have resulted in something that spread sickness and injury and, more importantly for the owners of that machinery, inefficiency. The technology then exploded, and the capabilities of that technology, particularly in the digital age, could leave the human behind. Who cares if the language of the computer was obscure and impenetrable to the average person? All you needed was a technician to write the correct commands and it could do the work of 100 people. We are now in the ‘i’ revolution: the technology of the iPhone and the iPad means that babies are capable of interacting with and using computers – the culmination of separating the creator of the tool from the end user.
In the world of work, we are at the same turning point. The ‘technology’ of work which is not just the underlying digital infrastructure but also the policies, processes and norms, is ripe for reinvention. What the pandemic showed was that fundamental assumptions can be challenging. The organisations in which we work are populated by people who are serving other people. That’s what an organisation is. We have the power to decide how that all takes place, and we have an opportunity to be more sophisticated in how we unpick and look at how ‘work’ gets done.
My hope for this book is that it encourages leaders to be braver in asking the tough, big questions, and connects burgeoning ideas in the minds of those wanting change with the established companies and service providers at the forefront of this thinking. I hope anyone reading this will challenge more and think bigger. Moreover, I hope you are encouraged to create a world of work that is different and individual. Where knowledge-workers have work that fits around life and not the other way around.
Why ‘Neverland’? As I started to talk about the future of work with leaders in various organisations, I often used work ‘Neverland’ to evoke the idea of ‘new magical worlds’ and counteract the more familiar, diminutive language of ‘new normal’ or ‘back to work’. In Neverland you get a world of your imagination. Not a perfect world but nonetheless one in which a landscape of your creation interacts with the desires-made-real of others. It is hard to believe such a place could exist and in the play from which it comes, Peter Pan1, belief plays a central part. When I started my career, I never would have believed that companies that only exist to one another virtually could be successful in anything other than the data business. Yet here we are in a reality, realised for some in the devastation of a global pandemic, where remote working has become the norm. To some extent, this book is a work dedicated to trying to help abstract ideas become more real – but also testimony to those companies who have followed that belief and are pioneering new, individualised, more human ways of working. Where what employees do every day is in some way a product of their will and imagination, just like Neverland.
1Peter Pan is the play and the novel that followed was originally known as Peter and Wendy but is now more commonly published as Peter Pan, which is how I will reference it throughout.
