Fast Company has an article entitled LinkedIn’s Top Three Secrets To Getting Hired In 2016 by Eddie Vivas, Head of Product at LinkedIn’s Talent Solutions. What I found interesting about it is that it does show where things are headed in terms of The Future of Work but at the same time shows how most companies (even those at the forefront like LinkedIn) are still missing what’s under their very noses, thus hampering the very change they are looking for.
The top two hottest skills in 2016—cloud computing and data mining—didn’t even exist a few short years ago. The world is simply changing too quickly for even young professionals to rely on the hard-won skills from their college years. You may choose a well-researched major or what looks to be a stable career path, but there’s no guarantee those skills will be in demand in 10 years’ time—sorry!
In such a world, it’s difficult to predict which industries and jobs will face decline and which will be the next wave. How many companies employed a chief data scientist or an economist in 2011? Now some companies (LinkedIn included) have both.
For employees, that means everyone should be thinking about developing new skills right now in order to keep up, or how they could adapt their existing skills to a new specialty. Job seekers who will come out on top will be those who stay curious and are lifelong learners. For companies, it’ll mean arming existing workforces with new knowledge, getting creative with job requirements, and keeping an eye out for skills that could transfer well into newly imagined roles.
Leaping Into The Future
For anyone who has read JobShift by William Bridges, they’ll know that what’s described above is a clear marker and waypoint to a future without jobs (something which Mr. Bridges foresaw back in 1995). To grasp this leap of logic though, one needs to first understand that a future without jobs isn’t everyone being unemployed but rather a future with bountiful, “unpackaged” work. In effect, just as organizations are beginning to break down the borders and silos within themselves, so too will the borders of work itself—a “job” as a rigidly defined package of work—be broken down as well.
The second leap of logic that one needs to understand to embrace and understand this emerging future is that it’s about going beyond adapting your existing skills to a new speciality and instead understanding how your skills can be adapted to multiple specialities at once. In effect, what’s being described above in the article is nothing more than a stepping stone to something bigger. In other words, to deal with the ever increasing change before us, organizations will need individuals that aren’t just capable of adapting their skills to something new every few years but are capable of adapting their skills in the moment, as the need arises. By doing so, this allows both the individual and organization to not only cope with change but to creatively embrace its complexities as well.
These types of individuals and organizations are so creatively adaptable, they are often referred to as being fluid. They’ve achieved this state because they have let go of the outdated structural limitations of a job and evolved to a more expansive social structure of passion and purpose which allows them to easily flow between seemingly diverse work. In effect, instead of a future of scarcity focused on the problem of finding their next job, individuals are focused on a future of abundance with unlimited work opportunities before them, thus finally truly releasing their creative potential in the process.
The third and final leap of logic is understanding how work will shift away from being centered around jobs and instead centered around passion and purpose. This mirrors the noted shift, mentioned in the article above, from you having to push out to an organization to find work as a job and instead the pull of your passion and purpose (integrated together as your life’s work) gravitating and aligning the organization to you. This is achieved when individuals begin to see what unifies their skills at a deeper core level which in turn emerges as their passion and understand their own deeper values as their purpose.
Conventional Lenses Limit Our Vision
As I noted above though, many organizations, even those at the forefront of this change like LinkedIn, are actually impeding this change rather than embracing it. The reason for this can be revealed by looking further at the article, in particular the following quote below.
That suggests many companies are holding out for “A” players with all the right skills at the same time that more and more professionals are looking to change employers. But they don’t seem to be finding each other—which means we may need smarter ways to get connected.
In effect, it’s not that they aren’t finding each other but rather they aren’t seeing each other. That’s because they are still looking at each other through a job lens which limits them to what they are seeing. Thus the company doesn’t see the potential of the individual and the individual doesn’t see the potential of themselves for the work because both are trying to achieve an alignment through job titles rather than aligning through transferable skills (which reveal and define the individual’s unifying passion). Thus no matter how often they look, there’s always this disconnect because of the method or lens of comparison.
New Lenses, New Vision
When both individuals and organizations start looking through a lens of passion and purpose though, suddenly there is an abundance of potential people for the work, even to the point that the organization starts seeing potential people within their own organization, thus avoiding the need to look externally. To put this metaphorically, many individuals and organizations are often blind to what is under their very noses. By shifting or reframing their perspective, suddenly they awaken to a whole new world of possibilities that were previously hidden and invisible to them before. In effect, nothing’s changed. We’re still the same people. But we’re looking at ourselves and our potential in a much greater, inclusive, and empowering way.
Last but not least, with this new vision, did you notice the universal pattern between finding people and finding your passion? Just as we are now finding more and more connections and relationships between people below the surface, so too are we seeing these connections and relationships within ourselves. In effect, look beyond and below the direct visible links, both within and without, and start understanding how these weaker invisible links are allowing not only organizations to become much more dynamic and complex but individuals as well.
So while I wouldn’t downplay the value of a first-degree connection as a valuable “in,” it’s important to pay close attention to that second layer if you’re in the market for a new opportunity…