By | Dorie Clark | Duke & Columbia Business Prof; Ranked #1 Communication Coach; HBR Author; Top 50 Business Thinker in World – Thinkers50
Happy Thursday! We’ve got another interview live on LinkedIn today at 12pm EST/9am PT/5pm GMT – it’s my weekly show with Newsweek called “Better,” and this week I’ll be talking with author, journalist, and digital media expert Gabrielle Korn to discuss overcoming imposter syndrome at work, and take questions from the audience. For an easy calendar reminder to join us, click here.
After nearly a year of working remotely in isolation and seeing a new awareness of social issues, many companies are adopting new business practices – and new business models – to set their companies up for a healthy future. Last week I spoke with Des Dearlove and Stuart Crainer, the co-founders of Thinkers50 – an organization that ranks the world’s top business thought leaders. I wanted them to share where they saw business trends and corporate culture heading into 2021. If you’d like to hear our entire discussion, you can watch the replay here. These are a handful of select highlights from our conversation:
On the rehumanization of the workplace:
Stuart: “I think we’ve spent the last five or so years luxuriating and celebrating the fantastic advances in technology. Now the issue is how we interact with it and how we maximize its impact on our lives for the betterment of our lives, such as working at home. I think the genie is out of the bottle there. Everything suggests people are more efficient and happier if they’ve got a choice where they work. So I think there are lots of issues which the pandemic has raised, which will play out.”
Des: “I think the role of the CEOs is interesting… a favorite of ours in the UK is a guy called Henry Stewart. He’s the CEO of the company called Happy, and he has this pre-approval process where he says to his employees, ‘Don’t bother asking me, it’s pre-approved. If you think it’s the right thing to do, I’ve hired you. I trust my judgment that I’ve hired a talented person. Don’t ask me, get on with it.’ It’s this sense of, don’t let the CEO be the almighty power, let the people go forth and do what they want to do.”