Future of Work: What do Longer Lives Mean?

My grandparents were born not long after the Civil War and lived into their mid-60s to mid-70s. My parents and their siblings lived into their late-70s to mid-90s. The Boomers have made ‘60 the new 40′ and millennials are likely to see passing 100 years old as pretty routine.

Have you thought at all about what this means for business? For your own future?

I suspect many people have not. When I speak about longevity, current audiences are almost as likely as those 15 years ago to assume they will retire in their 60s. Investment companies regularly report that retirement savings are not adequate for living beyond 10-12 years of retirement.

A recent book, THE 100-YEAR LIFE: LIVING AND WORKING IN AN AGE OF LONGEVITY by Lynda Gratton and Andrew Scott, offers ideas and insights for our future. Businesses which begin to adapt now will have an advantage. Longer lives also mean different patterns of working and education. Yet most of us still build our business practices around some three-stage life notions of education in youth, 30-40 years of work, and then retirement.

The recent Great Recession brought some changes as more people worked into their late 60s and mid 70s. Retirees returned to the workplace in temporary, seasonal, and lower-skilled jobs. Today there are more people working past 55 and into their late 70s than at any time since before WWII.  But companies have not fundamentally changed their practices.

No-one can really save enough to retire for 30 – 40 years in a 35 – 45 year work life, especially now that pensions have become so rare. One of the early illustrations in the book is a scary look at this point. Someone born in the early 1970s, […]

By |March 19th, 2018|culture, non-profits, Smart practices|Comments Off on Future of Work: What do Longer Lives Mean?

Values at Work – Why Bother?

I recently facilitated an exploration of potential values for an organization rebuilding after extensive changes. The staff collaborated not only on defining the most important values but on how they would be demonstrated at work. This effort had a team-building impact. The group had specific ideas, interesting insights, and expanded each other’s concepts. They found it hard work, but revealing and fun. Most importantly, it helped define the norms for behavior, for success, for work as they move forward under difficult circumstances.

Why might this matter to you?

Because the values you actually have in an organization are critical to its success.  Too often they are undermined by actual practices, spoken about but not lived, and create failure.

What values do you espouse? Are they right for your organization NOW? Do you use these values to guide action? To manage? To measure performance?

The winter season is often a time of thinking and reflection along with budgeting and performance reviews. Might it be time for you to review your organization’s values so that they enhance your future?