Artificial Intelligence – our unlikely ally

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When it comes to finding better balance in our working lives it transpires Artificial Intelligence could be our ally. For some time the doomsters have been predicting widespread job losses as technology takes over, but according to a new book published by Harvard Business Review the reality is more nuanced.

I recently attended the London launch of a new book that explains how automation will reinvent rather than eradicate jobs. Co-author Ravin Jesuthasan introduced a four stage approach to recreating jobs with the aid of Artificial Intelligence. It starts with deconstructing the job to identify tasks best suited to automation; then identifying the automation payoff and what automation is possible; and finally reconstructing the job to create the best human-automation combination.

It’s a great book, thoroughly researched and well worth reading. For those of us looking for more balance in our work it also offers a new tool to help bring that about. According to the authors tasks which are repetitive, carried out alone and requiring physical rather than mental energy are best suited to automation. Which leaves humans to do more of what they do well: use their creativity – often in collaboration with others. Eliminating low value, routine tasks which can be automated is something I’ve been advocating for years. It’s particularly important if we want to work less than full time.

As I see it there are quantifiable benefits to automation:

  • It can eliminate all those routine, low value tasks that eat into our working day. For example – as I recently speculated on LinkedIn – imagine an algorithm that could work out which of those emails in your inbox was really necessary and somehow eliminate the rest. So that even if you feel the need to check emails out of hours you would be confident those emails were important. Or a readily accessible and easy to navigate knowledge bank where your co-workers could find the answers to simple questions rather than interrupting your precious non-work time.
  • Reducing the average email load may also reduce the temptation to work during our commute. That would both provide us with recovery time and help us create better boundaries between our work and non-work lives. And removing the constant distraction of low value activities could result in us having more focus while working fewer hours – so we become more productive.

We must also be aware of potential pitfalls. For example:

  • Higher value creative tasks tend to be more open-ended; and since human beings don’t switch creativity on and off it might actually become more difficult to separate work and non-work lives.
  • Working collaboratively in a global environment could result in team members being at the mercy of other people’s timings and preferred ways of working. Managing the challenges elegantly will require both better collaboration skills and better self-management.
  • Deconstructing and recreating jobs without a specific focus on human well-being could simply result in jobs that are more stressful. And job redesign – while it does open up new possibilities as the book authors demonstrate – will not, in itself, change outdated workplace cultures that emphasize long hours and presenteeism.

As human beings we can choose how technology will support us to create a better working future. We currently appear to be making some very poor choices given our increasing propensity to be #AlwaysOn. But we can be more mindful, making better choices that create better working lives. And in doing so we find Artificial Intelligence has become our unlikely ally.

Facing down Flexism

Offended Frustrated Millennial Woman Feeling Upset Suffering Fro

The word flexism may not have made its way into the dictionary yet but the concept has been around for several years. It refers to the unconscious bias held against those who work flexibly (and often less than full time). It raised its head again last month as research findings released by the social enterprise Timewise suggested it was rife in the workplace.

Flexism impacts behaviour in both overt and covert ways. The Timewise report gave examples of the former: reduced hours workers feeling their input is less valued and that colleagues don’t see them them as a full member of the team. In addition, as they often have less opportunities to socialise with colleagues they can also feel less connected to them.

Covert flexism manifests itself as the unspoken assumptions often held by managers that reduced hours workers are less interested in development and stretch assignments; that their focus is on family rather than career.

If you want more balanced working how do you face down flexism?

Start by changing the conversation. Rather than explaining the reasons for your reduced hours in terms of caring responsibilities; make it clear that this is a conscious strategy to keep you and your skills in the workplace. Focus on the contributions you are making in your job..

Look for opportunities to let your manager know you’re still keen to progress and to take on stretch assignments. Remind him that you’re willing to explore how it might work in practice.

Since you’re the one working non-standard hours the reality is that it’s down to you to create opportunities to socialise and connect with colleagues. Make use of available technology such as intranets; or suggest socialising at lunchtime rather than after work. You may be surprised at how positively your suggestion is received..

You’ve had the courage to ask, now think about how you can influence the thinking of others. Could you start a conversation with your colleagues to explore the benefits of flexible working for them? There’s mounting evidence that men are also looking for balanced working. They want to be involved fathers; and many are also carers of adults. And they too are aware of the subtle flexism rife in organisations. If you open up a discussion who knows where it may lead.

To do all this effectively you’ll need to get ruthless at crafting a workable job. Focus on the key tasks that will help you achieve your objectives. And see making time to network as essential to your development. It’s likely to bring new opportunities. As Herminia Ibarra observes: “If you don’t create new opportunities within the confines of your “day job” they may never come your way.”

Above all else remain confident of your skills and who you are. You get to define yourself, not other people. Define yourself by your contribution and not your limitations.

Finding balance: lessons from my yoga practice

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A fundamental principle of maintaining good work-life balance is finding time for recovery. After a sustained period of hard work we need to switch off and do something that moves our attention elsewhere. For me that something is yoga. I’ve been doing it for the past fifteen years.  Yoga undoubtedly benefits both my physical and mental health; and in addition I’m increasingly finding that lessons I learn ‘on the mat’ can be applied to my life ‘off the mat’.

Today I’m sharing three of those lessons that will support your Balanced Leader journey:

Balance is dynamic. It requires moment by moment adjustments. If you practice yoga balancing poses are inevitable. When we first attempt them we discover that balance is not static. As we stand in tree pose (for example) our body oscillates and our muscles make tiny movements. That’s the way bodies are designed to work. Similarly in our lives balance is never a static ‘one and done’. Life conspires to throw things at us that will push us out of balance; and we must remain vigilant so we can make adjustments. At times these will be minor – such as when we notice more and more work-related texts or emails encroaching on the rest of our lives; and we choose to renegotiate our boundaries. At others a major life event – such as the birth of a child or the sudden illness of a family member – will force us to make bigger adjustments.

Balance calls for dedicated focus. If you’ve ever attempted a balancing pose in class and noticed your neighbours wobble you’ll know how easy it is to lose concentration and find you’re also starting to wobble. To avoid this yoga teachers often recommend we keep our gaze focused towards a ‘drishti point’. As we do our mind quietens, we connect with ourselves and we find it’s easier to remain balanced. When it comes to balancing your life where is your focus? What is your ‘drishti point’? The more we keep our attention on the balance we want in our lives, the more likely we are to find it.

Balance becomes easier the more we practice. Half Moon pose is one of my favourites. You balance on one arm and one leg while raising the other leg and arm high. Despite a perfect demonstration by my teacher, it seemed almost impossible to me when I first attempted it myself. Gradually, as my body has become stronger and I’ve learnt how to make the necessary adjustments, I’m able to hold the pose for longer periods of time. The same approach applies to finding balance in your life: the more you practice, the more skilled you become and the easier it gets.

I’ve experienced yoga as a gentle but powerful way for my body to reach a higher level of well-being. Nowadays many employers offer on-site yoga classes; and if yours is one I would recommend trying it. The healthier your body becomes, the easier it is to maintain a sense of well being and balance. And when the wobbles come and knock you off kilter you will know that simply pausing and breathing can put you in the right frame of mind to make the necessary adjustments.

Navigating “No”

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Many of us can feel uncomfortable both hearing and saying the word no. It can close down a discussion and runs the risk of generating ill-feeling. It’s also a word we must embrace if we are to be Balanced Leaders.

There are of course two sides to no. The first is when it comes as a response to a request we’ve made. The second is when we find ourselves needing to use it.

When it comes to asking for a flexible working arrangement many women start with the assumption the response will be ‘no’. This is disempowering and closes down creative thinking. Instead begin with the assumption that what you want is possible – even if it takes some negotiating; and you start with a better mind set. No can be the start rather than the end of a conversation. As negotiation expert Natalie Reynolds points out:

When a door closes open it again. It’s a door – that’s how they work.

To reopen the door requires preparation. That means getting very clear on what it is you actually want. Rather than falling into the trap of all or nothing thinking consider whether there may be several suitable alternatives. For example: if you want flexibility to spend more time with the family you may realise a range of working options could suit you. The more flexible you are the more likely you will achieve your desired outcome.

Rather than focusing on a specific working arrangement from the start; ask yourself what a workable solution would look like. Do some research to discover what may already be happening under the radar inside your organisation. And who might have the flexible working experience that will reassure your manager.

Be willing to explore your manager’s concerns. Ask what s/he thinks a workable solution would look like. Ask open questions and listen – these are two excellent skills to cultivate for every area of your life.

Mind-set is as important as preparation. Remind yourself that flexible working is not an inconvenient concession your employer might grudgingly make. A well structured arrangement will not only improve your own well-being – and may be the difference between you staying or choosing to leave your job – but will also impact your productivity and engagement. So feel entitled to ask.

The reciprocal side of no comes when we find ourselves needing to use it – often to safeguard the boundaries that support our work-life balance.

Our desire to be liked will tempt us to say yes. Or we may fear a backlash in terms of a lost friendship. If that’s you then this advice from Holly Weeks – writing for the Harvard Business Review – will help you strengthen your resolve:

  • Keep it neutral. Make it clear you’re saying no to the request and not the person.
  • Be clear and decisive to avoid giving the false impression you may change your mind.
  • Be honest about your compelling reason for refusal. Don’t dilute your no with lightweight excuses.
  • Be prepared for pushback; and be realistic. Hearing no is likely to disappoint, or even generate anger.

When all’s said and done those of us who are parents know that our children can be our best teachers in how to navigate no. The skills we develop in dealing with toddler or teenage tantrums will prove invaluable in the workplace. As will the understanding that saying no is all part of the journey; and rarely final.

Trust yourself

Japanese Girl Playing With Rope Walking (3 Years Old)

When it comes to balancing work and other parts of life the world is awash with experts. The ones that insist you need to strive for integration or blend since there’s no such thing as ’work-life balance’. The ones that blog about what works for them confident that it will also work for you. The ones that reduce the whole exercise to (choose a number) of useful tips – often along the lines of “remember to schedule regular me-time”.

I consider myself at the forefront of work-life balance experts – which is why I don’t believe in being so prescriptive.

If you have an initial consultation with me the first thing I will ask you is “how would you know if your life was in balance?” And if we have that same conversation five years later and I ask you the same question, it’s very likely your answer will be very different.

I know that work-life balance is both personal and dynamic; and there’s no “one size fits all”. Consequently both this blog and my coaching simply offer guidelines – based on academic research and practical experience – within which you can find your own route to Balanced Leadership.

So if – like me – you’re become confused by the plethora of often conflicting advice, I want to offer you some very simple guidance:

Trust yourself.

You know best whether it feels right for you to separate or integrate work and other parts of life. And you know that what feels right now may change in the future as your family circumstances and their demands on you change.

You know best how to play your various life roles. Which ones need more focus at present and where to dial down the intensity. You know you’re doing your best as you juggle through each day. Show yourself compassion and don’t let others judge you harshly.

Eminent Psychologist Bruno Bettleheim pioneered the concept of the ‘good enough parent’; while in the workplace the Pareto Principle essentially urges us to do the same.

So trust yourself to be good enough. Take five minutes of quiet time to connect with your deep inner knowing and identify what you need at this time – recognising that your needs will change as your life circumstances change. Trust that you know what works for you and stick with it. As the saying goes: “done is better than perfect”.

Just Ask

Thinking Women With Question Marks On White Background

I’ve recently joined a number of Facebook groups established to support working mothers in their search for flexible jobs. It breaks my heart every time I read another post from a skilled professional woman who’s about to downshift her career because she’s unable to work her current job around her family commitments.

It doesn’t have to be like this. It’s the twenty first century and technology has progressed far enough to enable us to integrate work and caring responsibilities in better ways. It’s the key reason why I’m writing my book. Employers are missing out on the skills working mothers have spent so long developing; while the women themselves are likely to miss out on thousands of pounds in lost income. If you’re thinking of discarding your corporate career then I want to urge you – before you do:

Just Ask

The traditional wisdom has been that women don’t ask – at least where salary is concerned. Research has recently blown that theory out of the water. It seems women do ask, but do not receive as often than men do. Since women understand that, it’s likely to make them reticent in asking. But if we don’t ask then nothing will change.

Stereotype threat can make us reluctant to ask. We try to fit in. We pretend we can manage our caring responsibilities while we work hours that were established half a century ago for men with stay at home wives. We struggle to juggle and to find balance. The thing is: if we’re to become Balanced Leaders we need to stand out, make waves, pioneer what we want.

So how can we ask in a way that’s more likely to get us the flexible working arrangement we need?

  1. First of all, feel entitled to ask. If you’re a manager then flexible working is not an inconvenient concession on the part of your employer. It’s a smart business strategy to keep you and women like you in the talent pipeline – and to redress the gender balance in the organisation.
  2. Get very clear on your business case for asking. Identify the knowledge and skills your employer will lose if you leave. Not just the ones that can be replaced by recruiting an external candidate, but all the internal learning that means you know ‘how to get things done around here’; and that makes you so efficient at your job.
  3. Ask with curiosity. If you were to work your preferred arrangement what would be the impact – both positive and negative – on the stakeholders around you? What are your manager’s key concerns and how would your working relationship look if they were eliminated?
  4. Ask who else in the organisation has experience of flexible working at manager levels. Who might act as a source of information or an intermediary in your discussions?
  5. Finally remember that asking is just the start of the negotiation. It may not be resolved immediately. You may need to ask more questions so that you can come up with better solutions.

And if you’re an employer or manager with an employee who is asking please

Just Listen

You may end up agreeing something that’s to your advantage.

Origins of the Balanced Leader model

Over the past few months my main focus has been on writing my new book; and I’m pleased to share that I’ve almost finished. As I’m currently working on the Leadership chapter I thought it would be fitting to share some of that this month.

Regular readers of this blog will know I believe choosing to walk the Balanced Leader journey is in itself an act of leadership. Rejecting the stereotyped notion that leadership is all about employer first and work-life balance last is a pioneering move. When we make it we become thought leaders and role models for the people around us.

So what do I mean by Balanced Leadership?

I’d like to tell you about three people whose academic work has influenced my thinking, writing and coaching. I’ve mentioned them in previous posts so they won’t be strangers to you.

The first is leadership expert Professor Beverly Alimo-Metcalfe. I first wrote about her here. Unhappy with the ‘heroic’ and ‘charismatic’ models popular at the turn of the century that – according to her – were the result of “white men studying white men” she developed an alternative. Her Engaging Leadership model is deliberately inclusive of ethnicity, gender and other characteristics of the wider population; and does not discriminate in favour of particular leadership styles. It’s a model that’s been adopted by many public sector organisations in the UK and is increasingly spreading to the private sector.

Why do I like this model? Quite simply: because the focus is on how leaders can elicit extraordinary performance from their team by focusing on behaviours that engage people. And engaging people is something women tend to be good at – so it plays to our natural strengths.

My second influence is Stew Friedman.  Stew has been running the Total Leadership programme at Wharton Business School for many years. He’s developed a process for achieving ‘four way wins’ – at work, at home, in the community and for yourself – acting on the three principles of being real, being whole and being innovative. Again I like this model because I believe it both speaks to women and draws on their strengths. It’s widely acknowledged that women want to be authentic – or ‘real’ – at work; and that they want to be able to focus on balancing their whole lives rather than sacrificing one part for another. And I know it’s also a growing desire among men – particularly younger fathers who would like to be more involved parents.

Thirdly, I’ve been heavily influenced by the work of Herminia Ibarra and I wrote about her latest book ‘Act Like a Leader, Think Like a Leader some time ago.

Much of her work focuses on how we create our workplace identities and she has come to understand these rarely arrive fully formed. We typically need to grow into them. As I mentioned in the earlier blog post those of us who’ve become parents will recognise the truth of that. We feel our way into new behaviours, act in different ways and become the people we come to see ourselves as being. That’s true whether we’re talking about being a parent or being a leader.

It should be pretty obvious – based on the above – why I like Herminia’s work. But there’s more. As we feel our way into new workplace roles she suggests we should also be more playful with ourselves and our identity.

I consider this to be very useful advice. When we’re playful we don’t take things so seriously. We feel we’ve less to lose. So we can try on different leadership qualities; see which ones suit us and discard the rest.

And that’s it. Three respected academics whose work is influencing new ways of thinking about leadership more relevant to the 21st Century – including my Balanced Leader model.