Automation and AI, particularly generative AI (gen AI), hold promise for boosting productivity. However, implementing these technologies without proper management could lead to employee burnout and worsen existing problems.
One perceptual shift that we should work on is to stop looking at employees as cogs. Employees are now more like artists or athletes who are inspired to produce at much higher levels with adequate time to recharge and recover. And this does produce exceptional outcome as well.
Diving into thriving: The skills that are most important now
Thriving stars are those who produce high levels of sustainable engagement and productivity which brings disproportionate value to the company. And based on reports, only 4% can be found in a typical organisation.
Thriving at work goes beyond just happiness or avoiding burnout. It’s a state of positive functioning. This means achieving a healthy balance between your physical, mental, social, and spiritual well-being. Importantly, thriving applies to all professions, not just specific high-pressure or high-reward jobs.
According to McKinsey research, high-performing employees (“thriving stars”) share several key traits:
- Adaptability and Resilience: They can handle change and bounce back from challenges.
- Meaning and Purpose: They feel their work is significant and contributes to a larger goal.
- Work-Life Balance: They achieve a healthy equilibrium between work and personal life.
- Psychological Safety: They feel safe to take risks and share ideas without fear of judgement.
- Trust in Leaders: They trust their leaders, who foster a similar trusting environment within their teams.
The work environment gets a makeover
The lack of top talent is a growing concern. Today’s work demands higher skills and emotional intelligence. Companies need to attract and retain these “thriving stars” by going beyond traditional views. See them as both leaders and individuals, like artists or athletes, who require specific support for peak performance.
Every employee can be a thought leader with proper training and support. Move beyond the “doer” mentality. All employees can learn to lead themselves, others, and the business, especially as they increasingly manage AI in the future.
Rewrite the rules on workforce flexibility
Work-from-home and hybrid models have become the new normal, but there’s room for innovation. While these options provide some flexibility, they don’t fully address the needs of today’s workforce.
Take a cue from elite performers like artists or athletes. They don’t operate within a rigid 4-day or 5-day workweek (some even work longer hours). However, they prioritize dedicated time for rest and rejuvenation. The 4-day workweek is a step in the right direction, but it’s not the finish line.
Instead of focusing on core hours where everyone is online, consider core days. This means designating specific weekdays where everyone is expected to be available, with the remaining days offering flexibility for completing tasks.
Rethink the collaboration model
While automation takes over routine tasks, the remaining work demands more creativity and collaboration. Building a team environment with clarity on below areas will do the trick.
- What problem are we trying to solve?
- How will we know when we’re successful?
- How do we create sustainable team practices?
Emphasize performance coaching
Like strong teams, successful employees need clear expectations. Performance management systems should set fair and consistent metrics for accountability.
For peak performance, athletes and artists receive ongoing feedback. Similarly, frequent feedback helps employees course-correct, improve and reach their full potential rather than waiting till end of year.
Instead of focusing on low performers alone, leaders should invest in coaching and feedback for top talent at least in critical roles. This fosters leadership development and benefits all employee levels.
Create opportunities to practice and train, not just to perform
Many workplaces lack a clear distinction between “practice” and “performance.” Just like athletes practice drills before a game, employees can benefit from dedicated “practice mode” sessions with colleagues to explore ideas, take risks, and innovate. This fosters a safe space for open dialogue, disagreement, and authenticity, leading to more productive and creative teams.
Traditional training often prioritizes enjoyment and high satisfaction ratings. But real development, like that of top athletes and artists, requires demanding training focused on building specific technical skills and the right mindsets for peak performance, not just a high recommendation rate.
Kick the meeting habit and build in time for recovery
Thriving teams need space for critical thinking, execution, and recovery. Unfortunately, many organizations prioritize meeting attendance over actual productivity. Analyze which meetings are truly necessary, and focus on alternative communication methods when possible.
Constant meetings drain employees. Consider “no meeting” days or encourage microbreaks for disconnection and recharge. Research shows prioritizing employee well-being can improve quality of life and boost economic value.
In the digital age, organizations should shift from measuring time spent to measuring impact and outcomes. This shift from traditional productivity metrics to recognizing results can fuel a revolution in employee and organizational growth.
Click below to read more: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/to-defend-against-disruption-build-a-thriving-workforce
