Gig Economy

May 27, 2016 by lsmit@wemanity.com in  Blog

You could drive yourself steadily insane compiling a list of all the trends that were supposed to fundamentally reshape business. Once upon a time we were all “flexi” workers, then “mobile learners”. Both terms seem antiquated now, the corporate equivalent of a Segway – perfectly sensible in principle but somehow faintly ridiculous in reality.

What makes the “gig economy” – the legion of individuals taking on piecemeal work, enabled by online talent platforms – feel different is that it’s being driven not by hip early adopters in co-working spaces (though there are plenty of them involved too) but by genuine need, both in the “real” economy and, crucially, in boardrooms.

If you were staffing a major new project from scratch today, it would seem an act of faint lunacy to bring in a raft of full-time employees with cumbersome overheads (and personal taxes) when you could go online and find experienced, verifiable individuals you could pay by the hour and dispose of when required. Similarly, if you were a coder, IT contractor or other technical specialist, why would you harness yourself to one organisation when you could enjoy both variety and a more lucrative income hopping from gig to gig (along with the attendant tax advantages of being self-employed)?

So many businesses are waking up to this recalibration that 450,000 people with full-time jobs now have second jobs, many of them via TaskRabbit, Elance or their multitude of competitors. PwC has tried to cut out the middleman by setting up its own talent “market” of registered suppliers its offices can bid on. There are individuals in greater London making a handsome living assembling flat pack furniture on a piecemeal basis for an hourly rate – an occupation that would have been almost logistically impossible just a couple of years ago.

You can understand the appeal of living by the gig, beyond the financial benefits. The conventional career has been an awkward fit for many people over the years, and few jobs are capable of maximising all our skills and intelligences. Besides, most work is boring, which is why those lucky enough ever to have had a job for life employed the conversational repertoire of the prison system (“putting in hard graft”, “serving your time”) to describe it.

Gigs, by contrast, are exciting and ever-changing, even though they ask some deep questions of the psychological contract (why would I exercise discretionary effort for a business that only employs me for a matter of days? Can I trust someone who could work for my biggest rival tomorrow?). But they aren’t an untrammelled good, either. For every actuarial scientist earning a small fortune for a short-term job, there’s a hotel chambermaid who is now being paid by the room rather than the day. The huge rise in self-employment in the UK has as much to do with businesses shifting such workers – we should include the small army of couriers and delivery drivers in this calculation – off their books as it does people discovering new freedoms. Palpably, none of them are enjoying the benefits of the gig economy, not least because they cannot practically control where and how they work. They are left, instead, to feed on scraps.

Uber, the erroneously attributed poster child of the gig economy, faces a legal challenge over whether its drivers are technically employees. It maintains they are self-employed. This is a vital point for the courts to consider – cycle couriers and plumbers are engaged in similar cases – but in Uber’s case we should also note that it controls the supply of drivers into the market, and their pricing. This is assuredly not the “freedom” gig economy enthusiasts speak of.

Governments will have to decide the legal and ethical boundaries of such behaviours, not least because if gigs take off, their tax revenues will rapidly vanish. Already, there is serious talk of the need for a third kind of classification, between “employee” and “self-employed” which recognises the shared responsibilities (both financial and relating to holidays, sick pay and other benefits) between giggers and those they work for.

Pioneers like Wingham Rowan, who runs the Beyond Jobs consultancy, are trying to imagine a market that will ensure the gig economy brings mutual benefits and conveniences without being open to abuse. Businesses who want to enjoy the flexibility such arrangements provide should not absent themselves from such discussions – but neither should they fear this will turn out to be just another fad.

By: Robert Jeffery, Editor of People Management magazine

http://www.cipd.co.uk/pm

 

Great Leaders Ask Great Questions

May 20, 2016

For the last few years, I’ve been working with and studying some of the best teams in the world; Red Arrows teams, SAS and US Navy SEAL units, Racing yacht crews, a Formula One pit crew, etc. I set out to study teamwork. In particular, I wanted to know how these teams have become world class. In the course of my studies, I identified six common characteristics, which differentiated these incredible teams.

Interestingly, I didn’t set out to study world class leadership. However, when I found world class teams, I also found world class leadership (I know, I probably should have expected that!). So, as well as studying teamwork, I also began to look at the characteristics that differentiated world class leadership. One of the most powerful insights that I discovered is this…

Great Leaders Ask Great Questions.

In fact, the great leaders that I encountered often didn’t provide any answers! Instead, they realise that the group has the potential to generate a better answer than they could on their own. It’s a principle that James Surowiecki outlines in his book, Wisdom of Crowds. When I shared this idea at an educational conference last year, a Head Teacher responded by saying, “That’s rubbish. Are your trying to tell me that Einstein should ask his class for the answer, and that the class will have a better answer than Einstein?”. “No”, I said, “Einstein is part of the class. So by engaging the class you get Einstein plus the class, not instead”.

Knowing that great leaders ask questions is one thing. Knowing what constitutes a ‘Great Question’, is another. So, what makes a question ‘Great’?

Here are some of my thoughts and reflections…

To me, ‘Great Questions’ are simply the right question, asked at the right time. To ask great questions, we need to understand the problem we’re trying to solve and where we are in the process. Do we need to ask a strategic question, or a tactical question, or one that’s related to implementing and executing a plan?

Strategic Question – Why?

Tactical Questions – What? …. How?

Action & Implementation Questions – Where? …. Who? …. When?

Very simply, it makes sense to understand why we are doing something (and whether we should be doing it), before deciding what we’re doing or how we will do it? Equally, it makes sense to know what we’re going to do, before deciding who will do it, when and where.

To me, ‘Great Questions’ are also well defined and simple. Sometimes it takes time and thought to frame a question well. The world class leaders that I saw at work often ask simple questions, which engage their team to collectively solve a problem. Some of the most powerful questions I’ve heard simply begin with the words, “How could we…?”.

To find out more, read Stronger Together; How Great Teams Work and hear from world class leaders sharing their wisdom on Be World Class TV.

By: Simon Hartley, Founder of Be World Class.

http://www.be-world-class.com/node/251

In the family way

Apr 29, 2016

It’s funny how things work out, what we see when we open our eyes and raise our curiosity.

In particular, two events this week that in one moment filled me with dread, then filled me with hope and possibility.

Firstly, on Wednesday a colleague sent me an article from The Economist about the quality of managers in the UK. The article reflected on the following:

The low productivity of British workers has several possible culprits. Inefficient family-run companies are sometimes blamed, as are poor workforce skills. But whereas these problems are well documented, another factor is glossed over: the mediocre performance of British bosses. John van Reenen, director of the Centre for Economic Performance at the London School of Economics, argues that the standard of British management is “significantly below” that in leading countries. His team carried out 14,000 interviews with employees around the world and found that British workers rated their supervisors lower than those in countries such as America, Germany and Japan. “We are not in the premier league,” he says.

Management as a skill has rarely been taken seriously in Britain, where the cult of the gifted amateur prevails. Ann Francke, the head of the Chartered Management Institute (CMI), says that four out of five bosses are “accidental managers”: they are good at their jobs but are then promoted into managing a team or a department, without further training. Unsurprisingly, “they flounder”, she says. Mr van Reenen reckons that about half the productivity gap between Britain and America could be attributed to poor management.

http://www.economist.com/news/britain/21679215-business- gets-serious-about-running-business- end-accidental-boss?fsrc=scn/li/te/pe/ed/endoftheaccidentalboss

Inefficient family run companies? Funny that, because on the very next day I found myself in need of the services of a family run company. My wife’s lovely Michael Kors watch had used up all of it’s battery charge and a replacement power cell was needed. The most obvious place to get this done is my local Timpsons.

You may know of Timpsons. You may even be a customer of theirs – everything from key cutting, engraving, shoe repair to wrist watch maintenance. But do you know John Timpson’s approach to management?

In a recent article in The Independent, Mr Timpson explained his philosophy.

His way of avoiding top-heavy management is to do away with their jobs. “When I introduced my ‘upside school of management,’ which is putting the customer at the top of the matrix and management at the bottom – and giving staff the freedom to run their own shops – our middle managers didn’t like it at all. Many left.”

As he admitted, Timpson is a funny business. It does all the odd jobs that no one else wants to do, whether its key-cutting or, now, watch and mobile phone repairs. “This wouldn’t have worked if we hadn’t understood the importance of picking the right people and giving them the freedom to look after customers and to decide how to run their shops and to set their own rules. That is the core of our success.”

http://www.independent.co.uk/news/business/analysis-and-features/john-timpson- all-the- great-retailers- know-their- customers-does-ms-a6697471.html

So what was my experience? As someone who is often frustrated by lack of customer service, I find the whole Timpson experience leaves me with a smile on my face.

I took the opportunity today to ask the 2 guys serving, what is life really like as an employee?

Their answer was simple “Great!”

Why, I asked. “Because we are left alone to get on with it. This is our store. We get guidance, sure, but we make the decisions because we are with the customers every day”.

And how does that make you feel? “Trusted!” was the immediate response.

But does this upside down school of management work commercially?

Well, Timpson recently reported sales up 12 per cent to £189m and profits 38 per cent higher at £18.7m. Furthermore, over the past three years the company has grown rapidly – from 800 stores to 1,400.

Yet again, more evidence that shows having engaged staff not only results in a better, happier work place, it also brings commercial value.

By: Mark Manley from Gaia Leadership

If you would like to learn more about how to build engagement within your organisation, please contact me

mark.manley@gaialeadership.com

I write these articles as part of my own learning. Thank you for reading it.

If you like it, please share it.

Free the office slaves

Mar 29, 2016

Free the office slaves: No more working day.

The 9-5 working day has come to signify office slavery.

In actual fact though, most knowledge workers work longer than 8 hours a day. A 2011 survey (ASHE) suggests that the average manager in the UK works over 9 hours per day, while extreme hours among certain groups (bankers and lawyers in particular) regularly involved sustained periods of working up to 120 hours a week.

What do set working hours signify?

Extreme hours hurt us. A study by Alexandra Michael, published in 2012, followed investment bankers over a 9 year period. The report concluded that people suffered physical, mental and emotional problems, including depression, a greater number of sick days and relationship breakdown.

Even normal hours often hurt us though. Studies suggest that those in the office spend a large proportion of their time unproductively. They might be checking personal emails or social media sites, or simply carrying out their basic work in a very un-productive fashion. Anyone spent ages staring at a spreadsheet unable to make head or tail of it? Ever fallen asleep in a meeting when supposed to be coming up with ground-breaking new ideas?

The energy cycle

Energy, creativity and brilliance rarely arrive on demand. Instead, human beings work in cycles. We can focus for limited amounts of time. After that we need rest in order to recover.

ultradian

The ‘ultradian’ pattern, as it is known, normally depends on working in cycles of 90 minutes, with energy troughs in between – normally of about 20-30 minutes. The working day takes no notice of this, however.

Sometimes of course, we enter that wonderful state that Mihaly Csikszentmihalyi referred to as ‘flow’ – where we are hardly aware of the passing of time because we are so absorbed by what we are doing. When we manage to achieve this, the idea of cutting it off with a commute home or a lunch hour seems crazy.

Manage energy, not time

Radical companies understand the need to manage energy, not time. Sometimes that means that workers can work far in excess of the normal working day – developer stories of being so absorbed in a problem they didn’t leave the office until 3am are common. At other times it means workers do far less than the traditional 8 hours and in a different way – starting late, for example, leaving early to pick up children; taking a walk.

No working day means that life and work are more closely blended. It’s not unusual for radical managers to answer emails late at night or to come up with ideas as they sit on a beach with their family. They are not oppressed by this (“oh no! the phone is beeping again!”), partly because they are just as capable of taking a nap when they feel like it or running errands in the middle of what others would call the ‘working day’.

Being Radical

Leo Widrich is a co-founder of Buffer, a company which allows people to manage multiple social media accounts more easily. He manages his own day by splitting it into 90-minute windows and then achieving a certain number of tasks – one per window. A side benefit is that this helps increase focus on just one task at a time, eliminating much of the cost of task-switching. He then tries to plan his rest periods. Instead of allowing these to be filled up with emails or meetings, he goes out for a snack or reads a book. This ensures genuine downtime that allows the brain to recharge and creative ideas to swim up from the subconscious.

So what should we do?

It’s simple really – set people free to work as much as they want, when they want.

There’s no need to say ‘do you mind if I leave early today because blah blah blah’. Just go. It can help to share with others what you’re doing and how to get hold of you so they can co-ordinate with you, but there’s no need to ask permission.

Nor is there any need for that irritating parade of being the last to leave the office, or the first to get there. If someone is emailing late at night it’s because she had a thought and wanted to communicate it, not to demonstrate how dedicated she is.

Some managers might start sweating in light anxiety. How do you know the person won’t bunk off, won’t take advantage, won’t drop their productivity etc.? The answer is that regardless of hours put in people know if someone isn’t pulling their weight or isn’t performing. You can still ask poorly performing people to buck up or get out. But most people want to do well and want the company to do well so they work hard, but you’ve created an environment that helps them work effectively.

You can just trust them.

And just that one piece of advice – trust – frees up a lot of your own time in or out of the working day.

By: Helen Walton from Gamevy

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