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[...]the weakest thread is сайт - the capacity and motivation to create space for reflection, center themselves, and protect the activities that restore their energy. When they reconnect with these individuals or moments - a teacher who listened without haste, a family ritual that created stillness, a community practice that offered grounding - they often rediscover a forgotten resource they have carried for years that they can use more actively today. Even people who do not share these temperaments can adopt the underlying principles: protecting \"deep time,\" reducing sensory and cognitive stimuli, setting clearer boundaries, and choosing depth over noise. Some people may find echoes of early steadiness in their upbringing; others may recognize a temperament that thrives in depth rather than noise; and many will see that their calm has been forged through experience, in moments that demanded reframing, slowing down, or choosing a wiser response.

In a session at the CEO summit titled \"The Business of Breakthroughs and Innovation,\" Schinecker said that rather than narrowly optimizing for financial performance, he is helping Roche integrate digital transformation throughout the health care ecosystem, personalize medicine, and work toward sustainable innovation, with a focus on long-term societal benefits. A background in human resources and consumer products is unusual for top leaders at global luxury brands. Former Unilever CEO Alan Jope said that Nair was \"a pioneer\" throughout her 30-year career at Unilever, especially \"in her role as CHRO, where she has been a driving force on our equity, diversity, and inclusion agenda, on the transformation of our leadership development, and on our preparedness for the future of work.\" The initiative, which reached senior leaders across the organization, helped break down silos and build cross-functional accountability.

The narrative of the job of the investment analyst is that success is all about individual endeavor - analytical skills, the capacity to understand vast swaths of information, the ability to bring this information together in a coherent form to make buying recommendations. (Groysberg explored the analyst role because it's one of the few job categories where its possible to collect reliable performance data over time and across firms.) But Groysbergs analysis showed that, in most cases, an analysts star performance lost its luster after a move. While the job, on the face of it, is an individual-centered occupation where mastery is crucial, its also a role with a whole range of cooperative characteristics that need to be performed successfully. Because they know what \"good\" looks like, they are in a position to provide tough feedback. Later in my working life, when building a consulting research practice, those change skills became crucial.

Leaders and the teams they manage are experimenting with new ways of working--both in the short term during COVID-19 and longer term for a post-pandemic world. The axes of work are pivoting simultaneously in terms of both place and time, with leaders designing hybrid ways of collaborating that have few precedents. It's tough and, not surprisingly, causing confusion. To find the right way forward, leaders must understand the axes of hybrid work--the upsides and downsides of where and when people work--and align them so that they feed the energy, focus, coordination, and cooperation needed to be productive. Here, Gratton lays out the evolution of hybrid workplaces and describe four emerging principles.

Over the period of a working life, areas of mastery are explored and added to - in part through the recombination of existing micro skills and the addition of new ones. Reflecting on my own working life, for example, I can see that I have created the flexibility of a multistage life in part through building the micro skills in two related areas of mastery: teaching/speaking and research/writing. [...]one of the micro skills I use to teach a class is systems mapping, and I have used this technique in some of my books, such as Living Strategy. Looking around at the investments currently being made in the human capital domain, I see a number of startups - such as Mindstone, a London-based training company specializing in bringing AI skills to workplaces - working on this complex problem.

We are living through a grand transition in the way people work. Constant and extraordinary innovation in machine learning and robotics has and will continue to reshape work. Some tasks will be replaced. Others will be augmented. No one -- whether highly skilled or less skilled -- will be untouched. As people live longer and their working lives expand to many more years, they will move inextricably from the traditions of the three-stage life -- full-time education leading to full-time work leading to full-time retirement -- to something a great deal more fluid, flexible, and multi-staged. I believe that for leaders to create clarity about the future of work, they need to be engaged with issues of narrative, perspective, and role modeling. Specifically, leaders must take these three steps: 1. Create a narrative about the future of jobs. 2. Develop a perspective on learning. 3. Role model flexibility.

Constant improvements in robotics and machine learning, in conjunction with the automation of routine tasks, make management a more unclear practice. When technology enables many people to have more information about themselves and others, its easier to take a clear and more mature view of the workplace. Self-assessment tools, particularly those that enable people to diagnose what they do and how they do it, can help employees pinpoint their own productivity issues. They have less need for the watchful eyes of a manager. Technology-enabled social networking is capable of creating robust and realistic maps of influence and power. Rather than seeing the end of management, we seem to be witnessing the rise of a more skilled form of it.

Across the world, people today are living longer. Whether it is in the United States, China, or Rwanda, average human life expectancy has increased over the past few decades. There is growing awareness that increasing longevity will have major implications for how people manage their work lives and careers. Rising life expectancy means the level of savings required to provide a reasonable income for retirement at age 65 is becoming increasingly infeasible for many people. Given the average level of savings, the authors say, many workers in their mid-40s are likely to need to work into their early to mid-70s; many currently in their 20s may work into their late 70s, and even into their 80s. Although people are starting to recognize that they will have to restructure their lives and careers, corporations are unprepared. Few organizations have taken full account of the opportunities and challenges longevity brings to their own workforces. Most companies, especially those operating in the advanced economies, still view life in terms of three stages: full-time education, full-time work, and then a \"hard stop\" retirement around the age of 65. This is the life structure that emerged in the 20th century and continues to underpin much thinking about the workforce. But in the view of the authors, it cannot be stretched to support a healthy 100-year life and will need to be expanded to include more stages. Without change, the authors argue, employees will struggle to build a working life that has resilience over an extended period of time and that will support a healthy and prosperous longevity. For example, as working lives become longer, the need for lifelong learning will increase. Skills and knowledge that are portable and externally accredited will be particularly valuable, the authors note, and individuals most likely to make successful transitions will be those with self-insight and diverse networks that provide alternative experiences and role models. One area the authors say is in serious need of reexamination is attitudes regarding older workers. In the next few decades, the authors expect there will be a fundamental rethinking of traditional corporate policies for recruitment, learning and development, compensation, and retirement. Corporations that move quickly to transform their policies will gain from employees who are more engaged and productive.