The Tug of War at Work

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Elon Musk, the CEO of five disruptive companies, and richest man in the world, values “hard core” and first principle thinking. He also doesn’t think compassionately about workers, and scoffs at psychological safety. The CEOs at Amazon, Goldman and many of the tech companies are openly “kicking ass,” demanding a recommitment to working “late and long.” They are not shy about telling people to accept their conditions, or leave.

Yet, workers everywhere are getting more and more fed up with business as usual. This year alone, more than 275 strikes have broken out across the United States. Perhaps the highest profile case includes thousands of United Auto Workers on the picket line to demand a better deal with their employers. Gen-Z folks are dragging their feet “returning to the office,” and are requesting more purpose driven work. They are not overly keen to act the way their parents and grandparents did. They laugh out loud about ever being able to save enough to buy a home in most metro areas. And it is disgusting for many to show blinded fealty and being lectured by the c-suite execs making millions of dollars, while they try to make ends meet. People at all levels also do not automatically buy into the idea that hard work and blindly sacrificing one’s life for any organization will be justly rewarded. They know that most people are an email or text away from termination or layoff, regardless of competence or work ethic.

At the same time, according to recent Deloitte research, there is a growing acknowledgment of the importance of human-centricity at work: “79% of business executives agree that the purpose of the organization should be to create value for workers as human beings, as well as for shareholders and society at large, and 66% are facing increased pressure to show their commitment to doing so, moving from rhetoric to results. About a quarter of workers (27%) strongly agree that their organization is making progress on this front, while 64% say they would be more attracted to and remain at an organization that does so, indicating that people want to work where they feel the organization is contributing to their growth and realization of their potential, and where they feel seen, valued, and respected. Instead of turning everyone into the same kind of contributor through standardizing them in jobs, skills-based organizations let people’s uniqueness shine through, with work tailored to their strengths.”

So what? We need new, human centric organization models that change the work dynamic. This could include:

New employer/employee contracts where workers (unless egregious behavior transpires) are guaranteed dignified exits.
Individual development plans for every worker that intentionally invests in each person’s competency growth.
Recruiting for contribution roles versus “jobs.” For example, accepting many roles and what needs to get done rather than a job description.
Leaders as true coaches that are responsible for BOTH, results and worker development.
More gain sharing for all employees on financial outcomes and reduced c-suite to front line pay differentials.
Recruitment on attitude over technical skills in a diverse workforce that reflects every part of the community.
Work life integration strategies based on fair balance between individual and organizations needs.

What other considerations do you think need to be advanced? Why?

Think Big, Start Small, Act Now,

- Lorne

One Millennial View: There might be an overcorrection with tough-minded, long hours, back-to-basics, rise and grind, “work till it kills you” mindset because it’s a way to control multiple employees, and set a standard of success, without the particulars necessary for human centric organization models to thrive. It’s a way to combat those that lean towards TOO much work/life balance, and lazier dispositions. For example, some might say, “you know what? We should cancel marathons because that’s just too much running for most humans to do.” That’s a pretty slothy attitude, so people are going, “not only can I run a marathon, I love it.” When you’ve wanted to work for something, it usually does not require less effort, it takes more. Then again, “work smarter, not harder” is a thing too. Chastising anyone for not wanting to kill themselves at work seems incorrect, however not putting your full effort into something isn’t right. So, gosh, I guess you don’t have to run one, but don’t cancel marathons either, if that makes sense.

- Garrett

Edited and published by Garrett Rubis

The Tug of War at Work

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