Description
Heather E. McGowan (https://www.heathermcgowan.com, New York, NY) is an internationally known speaker and Future of Work Strategist. She is recognized as the #1 Global Voice for Education in the LinkedIn media network. She assists corporate clients ranging from start-ups to publicly traded, Fortune 500 companies in rethinking their business models, teams, and organizational structures to become resilient in changing markets. McGowan is a much-in-demand international speaker giving more than 50 keynotes a year. Chris Shipley (http://www.cshipley.com, San Francisco, CA) spent 30 years entrenched in the technology industry across numerous roles, getting a front-row seat to the transformations – positive and otherwise – brought about by digital innovation. She has gone on to advise hundreds of companies on positioning, business modeling, and innovation practices, and serves on the boards of several startups and advisory panels. Foreword Introduction Breaking with Identity to Seize the Adaptation Advantage So What’s Changing? How Did We Get Here? How Big Is the Challenge? The Adaptability Gap Amid Rapid Change, Keep Calm and Adapt On So What’s in This Book? Who Is This Book For? Part I: Adapting at the Speed of Change Chapter 1: The World Is Fast: Technology Is Changing Everything and Planting Opportunity Everywhere Wait a Second Technological Climate Change Environmental Climate Change Climate Change of the Market The Force of Three Amplifying and Interlocking Climate Changes Chapter 2: The Only Things Moving Faster than Technology Are Cultural and Social Norms Shifting Ground Beneath Our Feet From Linear and Local to Exponential and Global Race Religion Age Family Gender Identity Truth and Trust Consent and Power Shifts Death of Distance Reshapes Human Relationships So, Who Are You? Chapter 3: You’re Already Adapting without Even Noticing We’ve Already Begun to Outsource Our Memory People Aren’t Horses Atomization, Automation, and Augmentation Atomization in Action Automation in Action Augmentation in Action Putting Atomization, Automation, and Augmentation Together Chapter 4: Getting Comfortable with Adaptation: The Slowest Rate of Change Is Happening Now The Power of Pause From Scalable Efficiency to Scalable Learning From Stocks to Flows of Knowledge From Learning to Work to Working to Learn Continuously Identifying Patterns to Build Bridges Part II: Letting Go and Learning Fast to Thrive Chapter 5: What Do You Do for a Living? The Question that Traps Us in the Past The Questions that Limit Our Identity The Identity Trap How Identity Is Formed Narratives Can Trap Us in the Past and Limit Our Future Gender, Narratives, and Identity The Confidence Gap Identity Is Never Done Occupational Identity Crisis Not Limited to Job Loss Chapter 6: Finding the Courage to Let Go of Occupational Identity What Does the Parable of the Three Stone Cutters Have to Do with You? The Day 1 Mindset: You Are a Prototype, Start with Why How Job Loss Can Be a Gain Modeling Vulnerability: We Share Our Hard Lessons Chapter 7: Learning Fast: Why an Agile Learning Mindset Is Essential Learn Fast. What Does That Even Mean? What Do We Mean by Learning? First, Second, and Third Generation Learning Organizations The S-curve of Learning: Explore, Experiment, Execute, Expand The Curse of Expertise: The Challenge of Unlearning The Iceberg: The Substance Beneath the Surface Identity: The Core of the Adaptive Mind The Agile Learning Mindset The Enablers: Uniquely Human Skills Why We Need the Agile Mindset: The Broken Education to Work Pipeline ABL: Always Be Learning Chapter 8: Rise of the Humans: Developing Your Creativity, Empathy, and Other Uniquely Human Capabilities Play Is the Way Forward The Uniqueness of the Human Drive to Learn and Create The Predictive Markets Declare Future Skills Favor Humans Understanding Uniquely Human Skills Chasing STEM at Our Peril The Skills Battleground: Humans Need Apply The Return on Being Human Return on Humans for All Jobs: The Special Power of Empathy Evolving Beyond Shareholder Value: The Purpose of a Company Conclusion: To Maximize Human Potential, Place the Human in the Center Part III: Leading People and Organizations in the Evolution of Work Chapter 9: Leading in Continuous Change: Modeling Vulnerability, Learning from Failure, and Providing the Psychological Safety that Builds Trusting Teams You Are at the Wheel Leadership, Power, Cookies, and Chickens What Makes a Modern Leader? Transformational Leadership Transformational Leadership and Change Management Models Leading with Fear: The Burning Platform Putting It All Together Chapter 10: The Adaptive Organization: Creating the Capacity to Change at the Speed of Technology, Market, and Social Evolution What Should We Measure? The Power of the Culture and Capacity Focus Culture at the Core Capacity: Culture’s Partner Capability and Context: The Scissors Metaphor In Accelerated Change, Focus on the Inputs Rather Than the Outputs Becoming a Learning Company Chapter 11: Capability Is King: Looking Beyond the Resume to Design Your Adaptive Team No More Little Boxes Job Descriptions Become Traps Fire Your Job Description Hire for Cultural Fit Hire Adults, and Let Them Do Their Jobs Turn the Right People into Great Teams Embrace Cognitive Diversity Get Comfortable with Failure Live in a State of Continuous Learning Manage a Multi-Generational Workforce How Do We Get from Here to There? The New Leadership Imperative Chapter 12: Getting Ready to Thrive Appendix A: Additional Resources Books Videos Acknowledgments About the Authors Index
