Next practices embrace uncertainty, foster flexibility, and challenge the status quo.

Today’s thought letter encourages you to stop perfecting old playbooks and start writing new ones.

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This article was initially published on Forbes»»

What’s the right answer?

What if there isn’t one and you need to create it? Or there is more than one and you need to select it? What if what you really should be asking is a different question?

From our earliest school years, we’re taught that success lies in finding the right answer. It’s an equation based on certainty: learn the right information, follow the correct process, and earn that coveted “A.” This approach not only rewarded us with grades but instilled a mindset that’s deeply ingrained. It trained us to believe that there’s always a correct answer waiting to be uncovered, whether in exams, personal achievements, or career paths.

As we transition from education to the workplace, this conditioning follows us. The “right answer” continues to define our paths, first as a knowledge base accumulated in our fields, then as our career tracks, and ultimately through organizational roles, responsibilities, and even industry-wide “best practices.” The idea was simple: do what others have found success in and replicate that approach. In this model, benchmarks became our safety net. Before making any change, we waited for an example, a proof of concept, to be set by someone else.

Inside organizations, the “right answer” paradigm translated into clearly defined roles and responsibilities, established processes, and concrete guidelines. Job descriptions were written to encompass fixed duties, skills were measured against industry standards, and “best practices” ruled the decision-making landscape. Benchmarking—comparing one’s strategies, processes, and outcomes against those of industry peers—served as a crucial form of validation. If we wanted to try something new, we looked first to see if anyone else had taken the leap.

Why “Right Answers” Are Holding Us Back

Today’s business environment is marked by rapid technological advances, evolving workforce expectations, and unpredictable market dynamics. In this landscape, sticking to “right answers” based on what has worked in the past can actually be a liability. The very idea of best practices is rooted in hindsight—lessons learned, mistakes fixed, and processes optimized based on what happened before. But the future of work requires foresight. It’s about anticipating new needs, exploring uncharted territories, and understanding that sometimes the most effective path forward may not even exist yet. We need to move away from static best practices and embrace “next practices”—a mindset that’s focused on exploration, adaptability, and innovation.

Consider, for example, the limitations of the four-day workweek. While often heralded as a hallmark of flexibility, it remains firmly rooted in the old paradigm of measuring work by the number of days or hours spent on the job. This approach reflects a "best practice" mindset that tweaks existing systems rather than reimagining them. What if, instead of focusing on how many days employees work, we asked how we should define and measure work in the first place? Or, what if we considered what individual employees need to feel they are integrating work into their lives in a way that serves both themselves and the organization? Reimagining work through these questions leads us directly into the possibilities of next practices—approaches that reframe success for both employees and organizations.

One of the biggest barriers organizations face when shifting from “best practices” to “next practices” is resistance—not just to change but to the unknown. Managers often find themselves defaulting to “no” when confronted with new ideas. It’s not because they don’t want innovation or progress, but because their automated reactions, shaped by years of adherence to best practices, kick in.

The phrase “This isn’t how we do things here” is the hallmark of resistance. It reflects an embedded fear of risk and ambiguity. However, this response is often more instinctual than intentional. Managers may not realize they’re saying no out of habit rather than logic. What if, instead of shutting down an idea, they paused before responding? What if they explored the possibility of saying yes?

Breaking Through Resistance: The Power of Yes

To foster a culture where “yes” becomes more common, organizations need to train managers to disrupt their automatic reactions. This requires cultivating self-awareness—understanding what Dr. Tamara Tilleman, a researcher and thought leader in human potential, calls “what we don’t know we know.” These ingrained habits often operate beneath conscious thought, shaping decisions and maintaining the status quo.

Organizations can shift the mindset by emphasizing flexibility within frameworks and creating a culture of experimentation. For example, adopting a “Yes, And” culture—inspired by improv—encourages managers to build on ideas rather than dismiss them outright. If a team member proposes a new workflow, the manager’s response could be, “Yes, and how can we adapt this for our unique challenges?” This openness fosters creativity and ownership within teams.

Decision pause points are another tool to encourage thoughtful responses. These moments give managers the opportunity to pause before instinctively saying 'no,' allowing them to reflect on automatic reactions and evaluate proposals on their own merits. Simple questions like, 'What could we learn from trying this?' or 'Have I truly understood the idea?' help create space for innovation.

Finally, flexibility within frameworks enables organizations to test new approaches without widespread disruption. Pilots—designed to fail fast or succeed spectacularly—offer a safe way to experiment. Recognizing teams who launch these trials, regardless of their outcomes, reinforces the value of trying, failing, and iterating. Such initiatives mitigate risk while uncovering unexpected successes.

Moving from “no” to “yes” is not just a tactical shift but a strategic one. It requires addressing the habits and mindsets that drive resistance, building systems for experimentation, and celebrating the lessons learned along the way. By cultivating intentionality and openness, organizations can thrive in a rapidly changing world.

The future of work belongs to those who are willing to explore, adapt, and innovate continuously. Success will not come from finding the “right” answer but from navigating uncertainty with resilience and creativity. By embracing next practices and saying yes to possibilities, organizations and individuals can co-create a future that’s both dynamic and purpose-driven.

Your Turn:

What outdated 'best practice' in your workplace is holding you back? How can it be reimagined?

Leave a comment

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Nirit

This article was initially published on Forbes»»

Skills are the new currency of work. Yet we measure and reward managers and employees for delivering results, not for building the skills that ensure long-term success.

No wonder we have a skills gap.

While organizations pour resources into fostering innovation and meeting quarterly targets, they often overlook a critical driver of success: the continuous development of their workforce’s skills. Traditional approaches—sporadic training programs and annual performance reviews—fail to keep pace with the relentless speed of change. It’s time to embed learning into the fabric of work itself.

This isn’t just about providing employees with access to courses; it’s about creating a culture where skill-building is constant, personal, and seamlessly integrated into daily workflows. And measured. Measured in the performance reviews of the managers. Because at the heart of this transformation, or lack thereof, are managers, who must evolve from task supervisors to skill architects.

And currently they’re not.

A critical gap exists between what organizations think they’re delivering in terms of employee development and how employees perceive it. Despite 77% of executives agreeing that their organization should help workers stay employable, only 5% strongly believe they’re investing enough to keep pace with change, according to a Deloitte survey ( ) . The Betterworks Skills Fitness Report 2024 shows a similar disconnect: 70% of organizations claim to measure skills in performance reviews, yet most do so only once or twice a year—far too infrequently for today’s fast-moving workplace.

Why would they? You get what you measure.

The Skills Gap: What We Measure Is What We Get

The way we measure and reward in organizations is through performance management. Which is why performance management needs to move from a backward-looking evaluation process to a forward-thinking tool. Currently, it remains rooted in assessing outputs: sales targets, project completions, or customer satisfaction scores when it should be including what employees are learning and how they’re growing. As Doug Dennerline, CEO of Betterworks, puts it: “A skills-focused approach values employees based on what they bring to meet current challenges rather than just their roles and goals.”

Skills aren’t just a ‘nice-to-have’; they’re critical to organizational survival. This isn’t just about retaining talent—it’s about unlocking potential. Companies that prioritize skill-building experience tangible benefits, from increased retention to greater agility and innovation. With the half-life of many skills now just a handful of years, organizations that ignore ongoing development are working with a depreciating asset base. In other words, today’s high-performing employee risks irrelevance tomorrow unless skills are continuously built and applied. Lack of skills-focused conversations between managers and employees also impact the organization’s ability to understand and map its skills and with that it’s ability to use skills to match employees with work based on potential.

The Betterworks report found that 98% of HR leaders and managers believe integrating verified skills data into performance management could improve internal mobility. And Deloitte’s survey again shows the gap when 89% of executives say skills are becoming important in deploying talent while at the same time 59% of workers say their organization values the traditional job experience and degrees over skills and potentials.

Only manager-employee conversations can solve this gap. To make skills development a reality, organizations must track not only what employees achieve but also their progress in building the skills they need for current roles, future aspirations, and lifelong adaptability. Employees who set clear career goals are four times more engaged in learning, according to the LinkedIn Workplace Learning Report 2024. Yet this engagement hinges on managers being equipped and incentivized to prioritize growth alongside delivery.

Can Managers Do It All? It’s Time to Rethink Their Role

Managers today are tasked with delivering business results, keeping teams motivated, and ensuring employees grow and develop the skills they’ll need for the future. But this broad responsibility often results in a focus on immediate deliverables at the expense of long-term growth. The Betterworks report underscores this gap: while 75% of employees see their managers as key to their development, only 56% feel supported in reaching their skills goals. If we measure, recognize, and reward for work, why are we surprised that managers and employees aren’t paying attention to skills development?

But maybe we’re asking the wrong question. Is it fair—or realistic—to expect managers to succeed at both work oversight and people development?

Perhaps the solution lies in separating these roles entirely. By creating dedicated “development managers” focused exclusively on coaching, skills assessments, and tailored growth plans, organizations can ensure employees receive the consistent support they need for both work and development.

A New Model: Skills Growth as a Strategic Priority

Development managers would work alongside traditional managers, who would remain focused on achieving business objectives. This division of labor not only relieves the strain on task-oriented managers but also positions employee development as a strategic priority, rather than an afterthought. This approach also addresses the systemic issue of inadequate skills data. Development managers could play a critical role in building accurate, verified skills inventories that help organizations deploy talent effectively and enable business agility.

Critics might argue that separating these roles creates unnecessary complexity. But consider this: we already have specialized roles for strategy, operations, and finance because we recognize their importance to business outcomes. We sometimes also have matrix organizations for specialized functions, customer or regional perspectives. Why should talent development—a driver of long-term success—be treated any differently?

Development managers would ensure that skills are not an afterthought but a priority. By mapping, measuring, and closing skills gaps, they would equip employees with the capabilities needed for today’s challenges and tomorrow’s opportunities. Traditional managers, freed from the impossible task of balancing work oversight with deep people development, could focus on achieving immediate business goals. Together, these roles would form a dynamic partnership—where operational success and talent growth reinforce each other.

This isn’t just about simplifying management structures. It’s about creating a system where employees don’t just keep up, but stay ahead. It’s about understanding that, to succeed, organizations must embrace a new social contract between managers and employees—one that acknowledges the critical importance of skills in an ever-changing world.

Skills are the new currency of work. Organizations that invest in them today will shape the economy of tomorrow. Managers have a choice: remain taskmasters or become builders of talent. The stakes couldn’t be higher—because the future of work depends not just on what we achieve today, but on how well we prepare our people for what’s next.

Your Turn:

Is your organization developing you for future skills?

Leave a comment

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Nirit

Served weekly with care,

Nirit

This article was initially published on Forbes»»

The start of a new year always brings a sense of possibility. It’s a natural time to dream, set intentions, and reflect on what truly fulfills us. But too often, our career dreams get buried under the weight of practical concerns—paychecks, job security, or simply sticking to the path we’ve been on for years.

Yet, this is exactly the wrong moment to hold back. The world of work is changing so rapidly that clinging to the past can only limit your future. Technology is shortening the lifespan of knowledge, skills, and even entire professions. The knowledge you’ve acquired to date becomes outdated faster than ever, as industries transform and skills lose relevance. This means the professions and jobs we hold today often won’t exist in their current form a decade from now.

As a result, the lifecycle of careers has also become shorter and more unpredictable.

In the past, most careers followed a linear trajectory. You experienced a period of growth early on, spent decades in stable, predictable roles, and only faced a career decline as you approached retirement. This model worked in an era where industries evolved slowly, and job security was built into the fabric of the workplace.

Today, those long stretches of stability are rare. Growth, stability, and reinvention now occur repeatedly throughout our lives—and every down cycle is simply the starting point for something new. Careers are no longer lifelong commitments to a single profession or employer. Instead, they are dynamic, cyclical journeys. It’s no longer a question of if your career will face disruption but when. By design, you will move through multiple cycles of growth, stability, and decline—not just within jobs but often across entirely different careers.

This isn’t a flaw in the system; it’s the system itself. The most important skill you can develop isn’t tied to a specific profession or role—it’s the ability to manage these transitions. Recognizing the signs of change, preparing for the inevitable down cycle, and proactively transforming decline into a new phase of growth are the keys to thriving in today’s professional landscape.

This is liberating if you let it be. It means that no matter where you are—whether you’re thriving in a stable job or feeling stuck at the start of a decline—there’s always room to dream about what’s next. The challenge is learning how to recognize these stages and use them to your advantage.

The Career Lifecycle: Growth, Stability, and Reinvention

Every career today is a cyclical journey through three distinct phases: growth, stability, and reinvention. Understanding these stages—and mastering how to navigate them—will help you remain relevant and resilient, no matter how often the world of work shifts beneath your feet.

Growth: Building Skills and Professional Identities

Growth is where it all begins. In the past, this stage was about acquiring the knowledge necessary to define your professional identity. But in a cyclical career model, this phase is no longer confined to the start of your career. It’s a recurring stage that occurs whenever you pivot to a new industry, take on an unfamiliar role, or acquire new skills for a changing market. Growth can happen at any age and is often fueled by curiosity, bold choices, and a willingness to stretch beyond your comfort zone.

Today, growth is about laying the groundwork for your future—building skills, exploring new opportunities, and establishing your professional identity for the next phase of your career. It’s about staying relevant beyond your current role and profession, dedicating time, energy, and even budget to continuous learning. Whether through formal education, mentorship, or on-the-job experiences, seek out opportunities to build expertise and expand your capabilities. Surround yourself with people who inspire you and help you see what’s possible. And don’t fear risks—they often open the doors to the most transformative opportunities.

Stability: Thriving in the Present, Preparing for the Future

Stability is often seen as the pinnacle of a career—a time when you feel established, recognized, and in control. It’s the phase where you’re “in your prime,” using your experience to make an impact in your field. However, stability today is no longer a phase that will span most of your career lifecycle. Automation, market shifts, and industry disruptions mean that even the most established roles are subject to change. This leads to a paradox: stability is precisely the time in your career that is ideal for exploring what might come next.

While thriving in stability, it’s essential to focus on keeping your skills sharp and staying informed about trends in your industry. Plant the seeds for your next chapter by building relationships, learning new technologies, or testing ideas that excite you. By making intentional choices during this phase, you can turn stability into a launchpad for what comes next, rather than being caught off guard when disruption inevitably arrives.

Reinvention: Turning Decline Into New Opportunity

Every career eventually reaches a point of decline—a role that no longer fits, a skill that feels outdated, or a sense of stagnation. While this phase can feel daunting, it’s also your chance to rediscover what excites you. By embracing this stage, you can turn even the most unexpected setbacks into stepping stones toward a new phase of growth.

The key to reinvention is to focus on what you already bring to the table. Let go of narrow professional identities and embrace your skills and capabilities by asking: Who needs them, and what do they call it when referring to a need you can fulfill? Identify transferable skills—like leadership, problem-solving, or communication—that can serve you in new roles or industries. Explore emerging opportunities that align with your passions or strengths, and don’t be afraid to rebuild intentionally. Reinvention doesn’t mean starting from scratch; it means using your accumulated experiences as a foundation for growth.

The New Year: A Time to Rethink, Dream, and Act on Your Career

These transitions are no longer rare disruptions; they are inevitable and frequent. Modern careers rarely follow a single, uninterrupted path. Instead, they consist of multiple cycles of growth, stability, and reinvention. Recognizing this reality can feel overwhelming, but it’s also liberating. You’re no longer bound by the decisions you made at the start of your career. Each new cycle is an opportunity to explore, pivot, and grow into the next version of yourself.

The start of a new year gives us the courage to ask: What do I really want? It’s a time to reconnect with the dreams we’ve set aside and imagine how we can bring them to life. Whether you’re ready to leap into a new growth phase or simply start planning for what’s next, the important thing is to allow yourself to dream—and to take the steps to make those dreams a reality.

This year, don’t settle for resolutions that feel like chores. Dream bigger. Imagine the career that fulfills you and aligns with your purpose. And remember: no career is static. By understanding and embracing the cycles of growth, stability, and reinvention, you can turn even the most challenging transitions into opportunities to pursue your biggest ambitions. It’s a chance to grow, thrive, and dream your way into the career you’ve always wanted.

Your Turn:

Where are you on your career life cycle?

Leave a comment

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Nirit

Served weekly with care,

Nirit

This article was initially published on Forbes»»

Let me share a career secret that might surprise you: scrolling job boards or sending out resumes is unlikely to lead to your next big move. Instead, it will probably begin with a conversation in a room you’re not even in.

Picture this: A few people are discussing a new project, an organizational change, or a big challenge. Someone asks, “Who do we know that can do this…?” At that moment, you want your name to come up. You want your unique experience and aspirations to resonate in that conversation, almost as if you were in the room, raising your hand, ready to dive in.

But how do you make this happen? How do you position yourself so that, when the right opportunity arises, people immediately think of you? To be ready for those moments, you need answers to five essential questions.

1.     What Is the Value You Bring?

You likely have a range of skills that can solve real-world problems for various organizations. But here’s the catch—different people may describe the value you bring in terms you wouldn’t think to use. Take a look at your resume; it’s probably organized around degrees, job titles, and past roles. But does that actually represent who you are?

Jobs are no longer fixed sets of tasks. They’re fluid, evolving as technology reshapes work structures, skills, and even entire industries. Entirely new roles—like 'app developer' following the rise of smartphones or 'self-driving car engineer'—emerged from advancements few could have foreseen. People with relevant skills pivoted to fill those needs, regardless of their degrees.

Today, organizations may retain familiar job titles but redefine the skills they require, or they may create entirely new roles by regrouping skill sets in fresh ways. To unlock doors to roles you might never have considered, it’s essential to define yourself by the unique value you bring, not just your last job title.  

2.     Who Do You Collaborate with to Deliver This Value?

Since you won’t be in the room where opportunities are discussed, consider who will be. Who among your colleagues or collaborators has seen the value you bring and could vouch for you?

Think about it: Your collaborators know your strengths firsthand. They’ve experienced your impact beyond what a resume might suggest. Building and nurturing these relationships means that, when the moment comes, there are people in the room who understand your abilities and can mention your name with confidence.

Think about your own experience of forming teams. You don’t pull up people’s resumes. Instead, you rely on the impressions they’ve left—their unique contributions and strengths. In those moments, you’ll call on the colleague who always has insightful questions, or the team member who connects essential parts of the organization. It’s the impact, not the job title, that sticks.

So, ask yourself: Who knows what you can do and will speak up for you?

3.     Who Needs What You Know How to Do?

These are the people searching for someone with your exact expertise, but they might not know you personally. They’re in that room, discussing a challenge or an opportunity, and they need the right person to tackle it—often relying on mutual contacts to help them make that connection.

A senior leader at a global company once realized his promotion path was stalled due to a lack of global experience. At his level, international roles were discussed and filled behind closed doors, so he identified who would be in those conversations—typically HR and Finance leaders. He shared his ambition with these peers, making it clear he needed global experience and was ready to relocate.

A few months later, a crisis abroad opened a leadership role. His name came up, but someone assumed he wouldn’t be interested, given his recent family expansion. Fortunately, his Finance peer corrected the assumption, recalling their conversation. Soon after, he took the assignment, returned, and secured the promotion he’d worked toward.

To create similar opportunities, identify in advance the teams, departments, or leaders that are likely to need what you offer. Understanding their challenges positions you to be memorable, even to those who haven’t met you yet. With the right connections, you can make sure that, when the right opportunity arises, there’s someone ready to bring your name into the room.

4.     What Do They Call It?

Language matters. Often, the way others describe their needs doesn’t match how we describe our own skills. This gap can create a barrier—but it’s one you can bridge.

Invest time in understanding how others talk about roles, projects, or challenges that align with your abilities. Especially if you’re branching out from your typical profession or even exploring a new industry, listen closely to how people describe their needs. Pay attention to the language in job postings, trend reports, and industry conversations, and notice the subtle ways they articulate what you know how to do.

This language is your key to visibility—it’s how you’ll be found when others are discussing the challenges you’re equipped to solve. When you adopt this vocabulary, you’ll resonate with the people and organizations that need your expertise, making it easier for them to recognize you as the solution they’re looking for.

5.     How Will They Know You Exist?

Ultimately, visibility is your goal. You can’t expect others to advocate for you if they don’t know who you are. Visibility isn’t just about attending events or posting online; it’s about showing up in ways that authentically highlight your value.

Expand your network, especially to people you don’t interact with daily. Make sure your networks include people who challenge your thinking and broaden your perspective beyond your current role. It’s always easier to come up on someone’s radar if you know someone who knows someone, so your network is a critical key for your name to come up in the right context when you’re not in the room.

Your personal brand is also a very important asset. It’s that image of you that people have about who you are and what you can do, created by everything you say and do. Consider ways to put your expertise on display where it counts—through industry events, insightful LinkedIn posts, professional groups, or by simply staying connected with your network in meaningful ways. When you make yourself visible, you ensure that when someone asks, “Who do we know that could…?” your name is the first that comes to mind.

Becoming the Candidate They’re Already Looking For

The new world of work isn’t about waiting for job postings or perfecting the keywords on your resume. It’s about positioning yourself to be the answer people need—before they even know they need it. It’s about transforming your career from a series of applications to a network of connections where your next opportunity comes to you.

That’s how work finds you. And not just work—the right kind of work, the kind you’re best suited for and the type you love to do. By answering these five questions, you’re not just preparing for a job search—you’re building a career strategy that ensures the right people, in the right rooms, know exactly what you’re capable of and why they should reach out.

Your Turn:

Take a moment today to think about how others see your strengths. What’s one step you can take to make sure your name comes up in the right conversations when opportunities arise?

Leave a comment

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Instead, what we should be doing this year, is to accept that we don’t have all the answers—and start building a new way forward. And here's the good news. The tools to do that are not unfamiliar, leaders have been using them with core business for a long time now. We know how to deal with unknowns, we know how to experiment until we get it right, we know to to co-create to maximize the power of many, we know how to learn as we go.

But for some odd reason in the Future of Work we're trying to command and control, get back into familiar models. Which won't work.

Today’s thought letter invites you to think of the Future of Work as a puzzle and start building it piece by piece to create a new picture.

Served weekly with care,

Nirit

This article was initially published on Forbes»»

2025 is not the year we solve the future of work. It’s the year we finally embrace that we don’t have all the answers—and start building a new way forward.

The world of work today feels like an incomplete puzzle—an intricate set of pieces that we know belong together but don’t yet have a picture to guide us. Since the dramatic shifts brought on by the COVID-19 pandemic, organizations have been grappling with unfamiliar shapes—fragments of old structures and new, untested ones—and we’re still unsure how they fit together.

Employees now expect flexibility, autonomy, and purpose as fundamental aspects of their roles, reshaping how organizations engage and motivate their teams. At the same time, the very structures of work are fragmenting: rigid hierarchies and fixed roles are giving way to fluid networks and project-based teaming, where individuals move between assignments based on their skills and organizational needs. Workforce composition has also shifted, with organizations increasingly relying on a diverse mix of freelancers, contractors, and full-time employees. While this diversity brings agility, it also complicates cohesion. Overlaying these changes is the rapid advancement of AI and automation. These technologies are not only transforming workflows and task management but also challenging organizations to balance technological efficiency with uniquely human qualities like creativity, empathy, and innovation.

In the past couple of years, many organizations have tried to force these pieces into familiar patterns, hoping to recreate the workplace of the past. But this puzzle doesn’t allow for shortcuts. Its pieces—ranging from shifting workforce expectations to the transformative power of AI—demand new ways of thinking, working, and leading.

2025: Embracing the Unknown

2025 isn’t the year to complete the puzzle—it’s the year to lay the pieces out on the table, examine their shapes, and experiment with how they might fit together. 

But here’s the good news: leaders have long honed the skills needed to navigate uncertainty. They’ve been innovating, testing, and iterating in their business strategies for years. Yet, when it comes to the workplace, many have been trying to force solutions or recreate past structures instead of applying that same mindset of discovery. 

2025 should be seen as an opportunity to test ideas, gather input, and collaborate with employees to uncover innovative ways of working—just as leaders do when driving innovation in their products or services. Here too, mistakes or missteps aren’t failures; they’re valuable steps in the learning process that help refine the vision for the future. By focusing on discovery rather than perfection, leaders create the foundation for a workplace that is adaptable, resilient, and capable of evolving as the larger picture becomes clearer.

Discovery Over Completion: The Learning Organization

Unlike a business project, the future of work is not a final destination but an evolving journey of learning and adjustment. Instead of seeking definitive solutions, leaders must embrace discovery as an ongoing process. This very process builds the culture needed to thrive in a business environment where clarity is often elusive, requiring openness to explore how the pieces connect.

Discovery isn’t about perfection—it’s about experimenting with new approaches, adapting to shifting circumstances, and learning from both successes and setbacks. By prioritizing discovery, organizations can align each element with a broader, sustainable vision, fostering resilience that allows them to grow and adapt organically rather than reactively.

Collaboration Over Control: Co-Creation in Action

Leaders already know that today’s puzzles cannot be solved by a single individual. The same holds true for the future of work. To build the organization they need, leaders must create environments where teams are empowered to contribute their unique perspectives and strengths. This requires designing flexible frameworks that establish clear goals and shared values without dictating every step.

Control must give way to trust. Leaders who embrace collaboration understand that their role is not to have all the answers but to guide their teams in finding solutions together. By fostering co-creation, they cultivate alignment and buy-in, ensuring that the organization’s collective strengths are fully leveraged. This approach doesn’t diminish leadership—it transforms it into a shared process that drives both innovation and engagement.

Adaptability Over Rigidity: Building an Agile Culture

Workplace transformation is never static; it’s a continuous process of adjustment and evolution. Leaders already recognize the need to stay open to new ideas, emerging technologies, and shifting employee needs, but they must apply the same flexibility to workplace trends. The best strategies are not rigid blueprints—they are flexible and iterative frameworks that evolve with the environment.

Adaptability means fostering a culture where experimentation and learning are encouraged, empowering organizations to pivot effectively in response to challenges or opportunities. Just as assembling a puzzle requires ongoing reassessment to find where each piece fits, leaders must balance structure with flexibility, embedding transformation into the DNA of their organizations. By doing so, they equip their teams to not only navigate uncertainty but also thrive within it.

Creating a New Picture Together

Without a cover image to guide us, the challenge is to create that picture as we go. The future of work isn’t about final answers; it’s about asking the right questions. Instead of rushing to fix each piece into place, we must explore how these pieces fit together, not with pre-determined solutions but with approaches that prioritize curiosity, adaptability, and collaboration.

Take flexibility as an example. Instead of stabilizing a one-size-fits-all model and giving it labels like “hybrid” or “return to office,” perhaps we should step back and ask: What does it mean to create a win-win solution for both individuals and organizations? Once we learn to define success not by inputs, like the number of days in the office, but by outcomes—productivity, innovation, cohesiveness, and culture—we will be able to let managers tailor solutions that align with their team’s unique needs. This flexibility within a framework allows for adaptability without sacrificing organizational goals.

This is but one example of how we can approach the future of work with questions, not solutions. Leaders must actively involve employees in this exploration, using their insights to test and refine approaches that balance individual needs with organizational priorities. The process will be iterative, sometimes messy, and occasionally uncomfortable—but it’s through this process that innovation and alignment emerge.

The puzzle of the future of work isn’t about forcing pieces into place or clinging to outdated patterns. It’s about resisting the urge to impose quick fixes or default to past models that no longer serve today’s realities. Leaders must embrace the ambiguity of the process, understanding that clarity will emerge through experimentation and co-creation.

By leaning into this uncertainty, leaders can design what needs to become: a workplace where flexibility drives productivity, collaboration fuels creativity, and adaptability ensures resilience. By embracing these principles, they can move beyond merely reacting to change and instead shape a future that is innovative, inclusive, and deeply human.

Zach Wright In his Future of Work Weekly Report, dove into this article and explored how we must shift from seeking perfect solutions to embracing discovery and experimentation as ongoing processes.

Your Turn:

Contribute your piece to the Future of Work Puzzle - what’s most important in your eyes?

Leave a comment

Served weekly with care,
Nirit

Today’s thought letter invites you to consider how we can rethink the way we approach these changes—not with judgment, but with curiosity and openness.

Served weekly with care,

Nirit

This article was initially published on Forbes»»

Amazon’s CEO Andy Jassy is right. Not because a return to the office (RTO) is the best policy in our new era of work, but because he, like many leaders, is grappling with how to deliver success in a fundamentally changed environment. With shareholder expectations, customer demands, and an evolving workforce, CEOs like Jassy face an impossible equation: delivering short-term results while managing a workforce that resists the old rules.

Why Leaders Feel Lost Without the Office

For executives like Jassy, who’ve spent years mastering this environment, their authority and expertise are often communicated through the power dynamics of an office setting. The face-to-face conversations, strategic roundtables, and day-to-day observations in the office give them confidence that operations are running smoothly, that employees are aligned, and that the culture is strong. They feel that decisions made in this environment are cohesive, accountable, and, above all, effective. It’s a structure that has reliably delivered results, promoted innovation within a controlled space, and led to their personal advancement.

When the pandemic arrived, these leaders found themselves in an unusual situation—they didn’t get a say in the transition to a new mode of work. The pandemic forced their hands, pushing their organizations into remote work almost overnight. Leaders like Jassy adapted as best they could, but the truth is, they are still figuring out how to drive success when everything they relied on has been upended. Over the past few years, they’ve watched as the cornerstones of their leadership eroded. Employees’ expectations shifted dramatically, and the in-person office—once the foundation of corporate life—became negotiable, optional, even irrelevant to many. Remote work, hybrid models, and distributed teams have disrupted these established methods.

Suddenly, leaders like Jassy are being asked to trust that the organization can thrive without everyone gathered in the same physical space. They’re being challenged to inspire, engage, and manage from a distance, without the “control” they once relied on. This shift is not only uncomfortable but creates a sense of vulnerability. They may feel that they are sacrificing the stability, accountability, and direct oversight they believe are essential to delivering results. There is a tangible fear that the intangible aspects of work—commitment, culture, collaboration—will weaken without the gravity of the physical office.

CEOs See the Future, But Struggle to Adapt

So, it’s not really surprising that once in-person work became possible again, many leaders, including Jassy, are reaching for what’s familiar. Not because they don’t understand that the world is changing, but because they lack a proven model to deliver results at scale in a fully remote or hybrid setup. The reality is that these executives aren’t blind to the future; they can read the writing on the wall. These leaders are astute, having watched macroeconomic forces and cultural trends shape their industries for years. They know how to read the landscape and see that the workplace is fundamentally reshaping. They recognize that in five years, organizations will need to operate like ecosystems rather than hierarchies, managing talent that’s globally distributed, with teams forming dynamically around projects. They foresee a workplace driven by self-motivation and trust, where culture needs intentional design rather than emerging naturally in-office.

But without a roadmap to get there, they’re reverting to what they know works in the short term. From their perspective, these leaders support RTO as a decision rooted not in stubbornness but in strategic pragmatism. Despite understanding that the future points toward flexibility, they’d argue that the current RTO mandate is about addressing immediate organizational needs and maintaining a sense of stability as they adapt.

What CEOs Should Be Telling Employees About RTO

So, the real problem is not that they are asking employees back to the offices, it’s that they are not framing it as a step to ensure immediate operational stability, a temporary bridge, a way to regain a sense of control as they navigate uncharted waters. If these leaders openly communicated the RTO as a bridge between today’s realities and tomorrow’s possibilities, positioning it as a transitional phase that keeps the organization grounded while they evolve, the message would resonate very differently.

Imagine if Amazon’s CEO leveled with his teams, acknowledging both the need for today’s stability and the vision for tomorrow’s flexibility in a message like this:

 “We’re asking you to come back to the office because we’re in a transition. As an organization, we’re facing the challenge of finding new ways to deliver value in an environment that’s constantly changing. The traditional, in-person work model has its flaws, but it has also been proven to drive outcomes that we’re still working out how to achieve remotely.

But make no mistake—we see the future, and we know it’s one that embraces flexibility, autonomy, and hybrid models that respect employees’ needs. Our return-to-office policy is not the end goal but a phase in our journey. Over the next few years, we’ll be investing in the technologies, tools, and structures that will allow us to operate at our best, regardless of where we are.

This is a call to action, not just to return to the office but to help us build a new model that allows us to retain our culture, drive innovation, and achieve the results our customers and shareholders expect. We need your feedback, your ideas, and your commitment to create a workplace that works for everyone. Together, we’ll move from this transitional phase to a future-ready organization that honors both business needs and personal fulfillment.”

Ultimately, this is the real message employees want and management needs: not a return to the past but a collaborative, forward-looking plan. Leaders who communicate a vision that moves beyond RTO can transform today’s policies into stepping stones toward a workplace that aligns with the demands of tomorrow. This means leaders who aren’t afraid to be authentic and say that while they envision a more decentralized, hybrid organization in a few years, they aren’t ready to leap there yet. They need time to establish guardrails around productivity, culture, and innovation—outcomes that are harder to control in a fully remote setup without a strong foundational structure in place.

Leaders must understand that the new social contract is a win-win between people and organizations. Their best people work not because they have to, not because they’re told to, and not because they’re measured on it. They work because they want to. Because working for what they’re trying to accomplish together is their way of achieving their purpose in life.

Karen Ferris created a 5 part short LinkedIn Video series off this post. Sharing the first one here, would love to hear your thoughts.

Your Turn:

Would you go back to a full 5 days in office work mode?

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Nirit

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Nirit

This article was initially published on Forbes»»

RTO is fast becoming the new Voluntary Separation Program (VSP)—a cost-free shortcut to reduce headcount without offering severance. But there’s a fundamental flaw: the people leaving aren’t the ones you choose—they’re the ones with the most options.

Leaders like Elon Musk and Vivek Ramaswamy, tasked with reforming the civil service, might see RTO-driven attrition as a clever tool for headcount reduction. But do they realize it risks driving away the very talent needed to deliver the reforms they’ve championed?

Attrition Is a Blunt Instrument

The civil service, as nearly everyone agrees, is in desperate need of reform. In a world moving at unprecedented speed, government institutions are struggling to keep up with the demands of a rapidly changing society. Bureaucratic inefficiencies, outdated management practices, and a lack of performance-based accountability are well-documented problems. Add to that the inherent slow pace of change in large, entrenched systems, and it’s clear: reform isn’t just an option—it’s essential.

But reform isn’t just about cutting costs or headcount. It’s about fundamentally rethinking how the civil service attracts, retains, and empowers talent to meet the demands of a rapidly evolving world. That’s where reliance on return-to-office (RTO) mandates as a means to induce attrition falls apart.

If RTO is being used as a tool to provoke attrition, it’s a blunt instrument at best. It reduces headcount superficially but doesn’t address deeper systemic issues. Worse, RTO-driven attrition doesn’t just reduce headcount—it selectively shapes who remains in the workforce.

Who leaves? Employees with highly marketable skills, particularly those aligned with modern, flexible work environments, are the first to leave. These individuals prioritize autonomy, innovation, and adaptability—qualities essential for transforming outdated systems.

Who stays? Employees who are either unable or unwilling to pursue opportunities elsewhere. These individuals are often more comfortable with rigid structures and outdated practices—the very things transformation efforts aim to dismantle.

Transformation requires more than just fewer people. It requires the right people —employees equipped with the skills, mindset, and tools to lead change. Replacing skilled employees is expensive, often costing up to twice their annual salary, and disrupts institutional knowledge and morale. More critically, the loss of creative thinkers—those who drive new solutions—hinders the long-term progress of reform efforts. When combined with the damage to morale and trust caused by rigid mandates, RTO-driven attrition becomes a liability rather than a reform tool.

The RTO Paradox: Losing the Talent Needed for Reform

If Musk and Ramaswamy want their proposed reforms to succeed, they must align their workforce strategies with the realities of today’s job market. RTO-driven attrition can only work when paired with strong incentives to retain the very talent needed to drive transformation. Musk’s own organizations illustrate this paradox. Tesla and SpaceX attract highly skilled, innovative employees who accept demanding work environments because they are incentivized with meaningful projects, creative autonomy, and a sense of purpose.

But rigid RTO mandates, without comparable incentives, don’t work in environments that lack the allure of cutting-edge missions or transformative technologies. Civil service, competing for talent in a labor market increasingly defined by flexibility and autonomy, is ill-prepared to retain the type of employees who can drive meaningful change.

Shaping the Future of Work Through Real Reform

While Musk and Ramaswamy’s RTO policies highlight challenges in civil service, the same lessons apply across industries. RTO is currently being used in the private sector as a de facto VSP, where leaders risking the loss of high performers with options while retaining employees who are less mobile or motivated. If transformation is the goal, leaders—whether in government or private companies—must adopt strategies that align with today’s workforce realities and set the standard for the Future of Work.

For civil service, this means focusing on these key areas:

Purpose and Impact: Purpose and impact are powerful motivators, with employees increasingly seeking work that aligns with their values and allows them to make a difference. While many organizations struggle to create meaningful work, civil service has this advantage built-in, with its foundation rooted in addressing societal challenges and improving lives. Framing public service as a mission-driven career not only appeals to idealism but also aligns with the modern workforce’s desire for purpose, autonomy, and impact, positioning civil service as a model for organizations worldwide.

Technology and Continuous Learning: Career paths are no longer static, even in civil service. Employees know they may not retire with the same skills or roles they started with, making continuous development essential to staying relevant. By investing in cutting-edge tools and ongoing learning, civil service can not only fulfill its mission of improving society but also position itself as an attractive employer for individuals eager to grow, build skills, and make valuable connections. For these employees, civil service can serve as a dynamic launchpad for future career success.

Agile Organization: Removing bureaucracy for the public requires building a more flexible, agile organization—one that mirrors the adaptability demanded in the modern workplace. Achieving this is a Future of Work challenge in itself, requiring civil service to streamline outdated processes, flatten hierarchies, and foster a culture of accountability. Empowering employees with the tools and autonomy to deliver solutions efficiently—while staying within ethical and regulatory boundaries—ensures that civil service can respond quickly and effectively to societal needs.

Flexibility as a Standard: Flexibility cannot be a one-size-fits-all model. The needs and challenges of flexibility vary widely across people, roles, teams, and locations. Civil service can lead the way by moving beyond rigid policies focused on days in the office and instead prioritizing productivity, clearly defining success, and implementing robust performance metrics. By focusing on outcomes rather than arbitrary mandates, civil service can empower managers to create tailored flexibility solutions that meet the unique requirements of their teams and functions. This approach not only supports individual and team success but also attracts and retains innovative, high-performing talent.

Organizations, public or private, can’t afford to lose their best people when they need them most. If the goal is real transformation—whether in civil service or the private sector—leaders must embrace strategies that align with the realities of today’s workforce. RTO may seem like a quick fix, but it undermines the very essence of meaningful reform. Real change starts with people. Build a workplace where the right people want to stay, and transformation will follow.

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“What’s the one thing you wish I’d done today to advance my career?”

Today’s thought letter dives into this thought-provoking exercise, designed to help you define what success looks like and identify the steps you need to take today to become that Future You, one year from now.

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This article was initially published on Forbes»»

Imagine sitting across the table from your Future Self, one year from now. Ask that future self: “What’s the one thing you wish I’d done today to advance my career?”

This powerful career self-assessment exercise, suggested by Gary Bolles, Global Fellow for Transformation at Singularity University and author of The Next Rules of Work, at the UNLEASH World conference, underscores a fresh approach to personal growth. We attend conferences to be inspired, to open our minds to possibilities, and to connect with thought leaders in our industry. But how often have we left these events brimming with ideas, only to return to the day-to-day grind and watch those insights slip away as job demands quickly take over?

Instead of letting new ideas drift away, Bolles offers a practical way to harness inspiration and set a proactive course for career growth: Reflect, Synthesize, and Act. Here’s how to use this approach as a self assessment framework to take charge of your development.

Step 1: Reflect – To Build Clarity

Most internal journeys begin with reflection, and personal growth is an internal journey.

Taking time to reflect creates a foundation for self-awareness and direction. After wrapping up a conference or a significant learning experience, rather than rushing back to work, make time to consolidate what you’ve learned. For some, this might mean reviewing notes and distilling insights into content like posts, columns, or presentations to share with the team. For others, it could involve summarizing what resonated, what inspired you, or jotting down new ideas in a journal.

In the broader sense, reflection is about pausing to examine your direction and understand what truly matters to you. Day-to-day, many of us have work-related to-do lists and shopping lists on the fridge. But when was the last time you stepped back from the noise and asked yourself what you want for your career? What are your aspirations, and how aligned are they with your current path?

What Does a Successful One-Year Future Self Look Like?

Don’t wait for the rare annual review or a career milestone; reflection doesn’t need to be tied to formal events. Regular self-reflection can provide ongoing clarity and keep your long-term vision in focus. Try a practice like “Morning Pages,” a stream-of-consciousness writing exercise, or set aside Friday afternoons to list weekly wins and challenges. Reflection doesn’t need to be lengthy—just consistent.

Step 2: Synthesize – To Define Your Next Move

Once you’ve grounded yourself through reflection, it’s time to synthesize these insights by looking forward. This is where the Future-You exercise comes in. By envisioning your future self, you can gain a fresh perspective on today’s choices and clarify the specific actions that will move you closer to your goals. Rather than creating a lengthy to-do list, this exercise encourages focusing on one or two meaningful actions that could have the biggest impact on your future.

Imagine Future You on a specific day a year from now. Picture the details—where you are, who you’re with, and what you’re working on. How does this vision differ from today? By placing yourself in that future moment, you make your goals feel more tangible and attainable. Then ask, “What does Future Me wish I would do today to ensure success?” This helps you zoom in on what’s most important for growth and gives you a way to evaluate today’s choices with a view toward tomorrow.

Step 3: Act – To Make Progress Real

Insight alone doesn’t drive growth; action is what creates real change. Once you’ve identified a key focus, translate it into specific steps and start moving forward. Practical action means creating manageable steps you can begin immediately—whether it’s dedicating time each week to learn a new skill, reaching out to a mentor, or finally launching a project you’ve been postponing.

In their book Switch, authors Chip and Dan Heath discuss the importance of “shaping the path”—setting up structures and environments that make change easier. By establishing consistent reflection times, routines for accountability, and manageable steps toward goals, you shape a path that aligns with your intentions, making it simpler to stay on course. One such path is forming an accountability partnership—someone with whom you can share your goals and who can help you stay on track.

Another way to build momentum is by creating a routine around your commitment. For example, if your goal is to expand your professional network, try a “Tuesday Lunch” practice: commit to one lunch each week with someone you don’t usually interact with at work. This way, you’ll consistently ask yourself, “Who do I want to meet this week?” You might also consider creating a progress log to track your steps weekly or monthly. Documenting small wins will remind you of your commitment to growth and reinforce that meaningful change is happening over time.

Shifting from External Validation to Internal Ownership

Traditionally, growth and development have been tied to formal reviews, structured feedback sessions, and training programs. While these are valuable, they can foster a passive approach to growth, waiting for external validation to drive advancement. Unlike these traditional methods, internal ownership is continuous. You no longer have to wait for external affirmation—you can build progress yourself, growing through each interaction and reflection. Bolles’ Reflect, Synthesize, Act model offers a proactive self assessment alternative, putting control firmly in your own hands.

In a world where “today is the slowest day in the rest of your life,” taking ownership of your growth is not only beneficial but essential. This approach empowers you to build a career that is resilient, aligned with your deepest aspirations, and ready to adapt to future demands.

For lasting impact, consider establishing a monthly or quarterly “Reflect, Synthesize, Act” session. Whether it’s an hour spent in a coffee shop or a quiet morning with a journal, a regular ritual can make this practice a natural and empowering part of your growth.

By adopting this model for career self assessment, you can proactively shape your development, adapting in real time to new challenges and opportunities. In a world of constant change, taking ownership of your growth is a powerful tool for resilience and long-term success. This self-directed approach doesn’t replace traditional feedback; it complements it, keeping you engaged, accountable, and focused on a career that aligns with your future vision.

This episode reminded us that the future of work is about more than technology or trends—it’s about humanity, creativity, and the choices we make to align work with life. 

Your Turn:

What does YOUR one-year-future-self want you to do today?

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Served weekly with care,

Nirit

This article was initially published on Forbes»»

The Future of Less Work: Why People Get It, and Organizations Don’t

Explore the future of work as employees demand flexibility, autonomy, and work-life balance, challenging organizations to adapt to a new, purpose-driven workplace.

Every day you come to work is a day of your life that you trade. Is it worth it?

The future of work isn’t merely about hybrid models, remote work, or artificial intelligence. It’s about power—who controls work, how much of it gets done, and under what conditions.

For decades, organizations dictated not only when and where people worked but blurred the lines between personal and professional lives. Now, employees are rewriting the rules. The rise of the gig economy, the surge in independent work, and the trend toward portfolio careers all point to one reality: people want to work differently, and they have the options to do so.

The Individual Perspective: Redefining Success and Work

For many, the pandemic wasn’t just a disruption—it was an awakening. Remote work and technology-driven flexibility led people to question the traditional rules of work:

Do I need to be tethered to a 9-to-5 schedule?

Is my worth defined by my job title?

Life is short; is this what I want to be doing?

These questions are reshaping the very essence of work in people’s lives. Employees now expect more than just a paycheck; they want control over how, when, and where they work, and even what they work on. Whether it’s knowledge workers seeking remote options or retail employees looking for flexible shifts, flexibility, personalization, and autonomy have become baseline expectations.

When companies like Amazon double down on return-to-office (RTO) policies, they risk misunderstanding the true post-COVID shift, assuming it’s merely about enabling remote or hybrid work for knowledge workers. But the change runs far deeper. It’s no longer about whether you think employees can work from anywhere; it’s about whether they feel they have meaningful options that better fit how they want to work and live. And once employees recognize they have choices, they expect the same level of value when working for you.

Take location-specific roles like retail, food service, and hospitality. These workers increasingly realize that jobs aren’t necessarily tied to one location, schedule, or employer, thanks to options in the gig economy. And the numbers show they’re turning to those alternatives. According to TeamStage, the gig economy is growing three times faster than the overall U.S. workforce and is projected to encompass more than 50% of U.S. workers by 2027. Nearly half of gig workers report valuing independence and control, and more than half wouldn’t return to traditional jobs, regardless of pay. The gig economy isn’t just about “gigs”; it’s about employees seeking flexibility, autonomy, and a better work-life balance. Perhaps if organizations offered these choices, employees wouldn’t need to look elsewhere.

Organizations’ Resistance: Clinging to Control

But organizations are misreading the signals that a new social contract is evolving around work and they keep trying to go “back” into the future. This isn’t surprising; they are used to setting the terms of work. For a long time, organizations had the upper hand, often expecting employees to be on-site during defined work hours and sometimes to be available beyond official hours—whether answering emails at night or working while on vacation. Technology, from BlackBerrys to smartphones, only expanded this reach, blurring work-life boundaries further. For years, companies had no reason to relinquish control; it benefited the bottom line.

And they are extending this logic into the future, though it no longer holds. That’s why many companies still believe that productivity gains from AI and automation mean they can cut headcounts while demanding more from the remaining employees. This thinking is rooted in a zero-sum game: more efficiency means more work for the people working and more profit for shareholders. But this is precisely where today’s workforce is pushing back, arguing that technology should enable people to do less work, reclaiming time for other areas of life or new passions.

This misalignment around the Future of Less Work sits at the heart of today’s workplace power struggle. Organizations see flexibility as a potential threat to productivity, while employees view it as a gateway to a balanced, fulfilling life. The real question on the table isn’t how many days should employees work remotely, but whether the way we’ve organized and managed work in the past is relevant in a world of work reshaped by both what technology enables and what people now expect.

The Future of Less Work: Shaping a New Social Contract

To answer that question, we will need to shift from a win-lose power dynamic to examine the formation of a new social contract that benefits both employees and organizations. We don’t yet know what that will look like, but the future of less work doesn’t automatically indicate less productivity or commitment. It does, however, expect a win-win for organizations and people, which in turn requires a redefinition of the employer-employee relationship in a way that values choice and respects diverse needs while still delivering results.

Consider location-specific roles, like retail or hospitality. Could a win-win mean shifting from a one-size-fits-all schedule to one tailored around individual needs, giving employees more control over their hours and lives? For knowledge workers, perhaps it might involve fractionalized roles, allowing professionals to choose work that aligns with their values and preferred workload.

There are many signs indicating we are trending towards a future of less work. Technology and automation could enable more using less and give us what we need at a lower cost. This, in turn, allows people to choose to work less for pay and do more for other reasons. Reasons that could include working not because they have to, not because you tell them to, not because you measure them on it, but because they want to—because working for you is their way of achieving their purpose in life.

Organizations that embrace this new paradigm no longer view flexibility as a policy for the number of days in the office but as an essential component of work. We may not have all the answers yet, and we probably don’t fully understand all the questions these changes will bring. But one thing is certain: research consistently supports the idea that greater autonomy in the workplace enhances employee motivation, reduces burnout, and improves performance. So, it shouldn’t be driven solely by what employees want; it should also be viewed as a way for organizations to thrive.

The future will tell.

Your Turn:

Have you made any big changes to how you work since Covid? What’s been the biggest shift for you?

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Nirit

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Nirit

This article was initially published on Forbes»»

You’ve got a presentation to senior management coming up, and you’re already on your 16^th revision of the slides to get it just right. That’s what it takes to get ahead, right?

Not anymore.

Simply because there’s no way you can know everything it takes to make it perfect. What you should be doing instead is taking that first revision of your slides on the road to as many people as possible, including some of the people who will be in that management meeting.

Knowledge is power, but in an age where knowledge ages faster than ever, what you knew to be true last year might now be partially or even entirely outdated. In fact, an IBM report reveals that the half-life of skills is shrinking, forcing us to continually refresh what we know. As a result, expecting one person to know it all or present a fully polished solution on any work challenge has become unrealistic. Instead, success is now about who you know that knows, and your ability to engage them in co-creating solutions.

This shift challenges the traditional belief that deep personal expertise and individual accomplishment are the keys to standing out. Professionals are conditioned to polish ideas to perfection before sharing them, believing that presenting half baked ideas might damage their credibility or make them look incompetent. However, this mindset creates a bottleneck, preventing many great ideas from surfacing due to fear of not being "good enough." This stifles both innovation and career advancement. Even if we understand that feedback is beneficial, by the time we perfect our presentations, we’re often too invested in our ideas to be truly open to suggestions—even valuable ones.

The solution comes in the form of competent humility—the ability to balance confidence in your expertise with openness to change. As Jeffrey Sanchez-Burks, a renowned cultural psychologist and behavioral scientist at the University of Michigan’s Ross School of Business, explains, competent humility allows professionals to approach meetings with rough drafts rather than polished, finalized ideas. By doing so, we invite constructive feedback early on, paving the way for true co-creation and stronger outcomes.

Knowledge is Temporary—But Co-Creation Endures

In his keynote at the UNLEASH World Conference, Sanchez-Burks expanded on the mindset of competent humility, emphasizing how acknowledging both what you know and what you don't is essential in a world where expertise is fragmenting. Successful professionals aren’t intimidated by the limits of their own knowledge; instead, they know who to call, when to bring in new perspectives, and how to align a diverse group toward a shared goal. The art of curating solutions is about shifting from being a singular problem solver to becoming a facilitator of collective success.

Competent Humility Will Help You Stand Out

Co-creation isn’t just about working together—it’s a powerful strategy for career growth. In an age of constant change, leaders increasingly value employees who are adaptable and capable of integrating diverse inputs to refine their ideas. Practicing competent humility allows you to boost innovation, contribute more effectively, and position yourself as someone willing to evolve with the organization. This adaptability not only makes you indispensable but also positions you for career growth as a trusted leader. The following four practices will help you successfully integrate co-creation into your career and develop the skills needed to stand out:

1. Present Rough Ideas Early

Focus on the evolution of ideas, not just the final product. Instead of waiting for an idea to be fully developed, share your rough drafts with trusted colleagues. Encourage feedback at every stage, showing that you value input and are not attached to a specific outcome. This mindset opens the door to diverse insights and leads to a stronger result.

What This Could Look Like: Instead of refining an idea in isolation, sketch out your initial thoughts as “black-on-white” slides—simple, rough outlines without any polish, and keep editing them this way as you meet with stakeholders and team members. Keep your focus on gathering input from stakeholders at every stage and avoid becoming too attached to any single version of the idea until you’ve had the chance to refine it based on feedback.

2. Embrace Input and Feedback

Evolving your ideas through input and feedback does not diminish your expertise—in fact, it enhances it. Your expertise grows through thoughtful discussions about the feedback you gather. Demonstrating that you are willing to learn and evolve your ideas will build respect and trust with your colleagues. The more input you seek, the better your final product will be.

What This Could Look Like: Actively think through the ecosystem of people affected by your idea and seek out their input early—even if you don’t need their explicit approval. For example, if you’re developing a new internal process, bring in stakeholders from the start to gather diverse perspectives. This ensures your solution is more likely to succeed and prevents surprises down the line. When individuals feel that they have had input, they are far more likely to support and champion the final outcome, reducing resistance to change.

3. Build Your Networks

The strength of your network is your key asset. Build relationships across various disciplines, and cultivate connections that encourage mutual knowledge exchange. The best professionals aren’t those who know everything themselves but those who know where to find the answers. Effective curation means recognizing the skills and perspectives needed to solve a problem and bringing those individuals into the conversation.

What This Could Look Like: Intentionally reconnect with former managers or colleagues who can offer fresh insights and help you see your work from a different angle, or reach out to peers from other departments for insights beyond your immediate team's scope. Strategic networks include people who can provide new perspectives—like someone in finance who offers insight into the business impact of your project, or a colleague from another country sharing a different cultural angle.

4. Widely Share Credit

To effectively engage others, share the process, outcome, and recognition with everyone involved. The broader you share the credit for co-creation, the more willing your network will be to work with you again. Acknowledgment builds goodwill and encourages future collaborations.

What This Could Look Like: When you present the final product, ensure everyone who contributed is acknowledged—whether during team meetings or in formal recognition programs. Publicly crediting others reinforces the value of collaboration and will inspire further cooperation in future projects.

In a workplace that’s changing as rapidly as our collective knowledge, our best approach isn’t to cling to an unrealistic standard of individual perfection. Instead, we must embrace co-creation and competent humility—to acknowledge gaps in our expertise, invite others to fill them, and celebrate the shared journey of innovation. In this age of perpetual transformation, the strongest ideas—and the most successful careers—are built together. So, next time you're tempted to perfect an idea in isolation, remember that sharing, collaborating, and embracing humility will not only improve the work but also set you apart as an invaluable asset to your team.

Your Turn:

What would happen if you showed up to your next ppt presentation was simply black on white, no formatting?

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I’ve been researching and writing about the future of work since 2011, and in recent years, I’ve focused on what I believe is the new future of work—The Future of Less Work. While it’s a challenging message for organizations to embrace, it’s a concept that resonates deeply with people who are rethinking what they want from their careers, and life.

Apparently… it’s catching on.

Today’s thought letter explores a movement years in the making. A must-read if you're trying to "go back" to the way things were— and finding that the world has moved forward.

Served weekly with care,

Nirit

This article was initially published on Forbes»»

For decades, work was governed by an unspoken social contract. Employees would trade their time, loyalty, and often large chunks of their personal lives for financial stability and upward mobility. The classic metrics of success—long hours, climbing the corporate ladder, and devotion to a single employer—were considered badges of honor. But today, that contract is being rewritten. The signs are everywhere: people are challenging the very foundation of what work should be, rejecting the notion that more time spent equals greater success. Instead, workers are pushing for a new arrangement—one that reflects a future of less work.

The conversation around flexibility in work has surged in recent years, especially as hybrid work models and return-to-office policies became battlegrounds post-COVID. But the truth is, the demand for changes in the way we work has been brewing for much longer. Long before the world was forced into remote work, smaller trends had already begun chipping away at the traditional 9-to-5 model, pushing us toward a new social contract between workers and employers.

The "Where": Redefining the Workplace

Over time, as work stopped being a place you go to and became something you do, people realized they could "do" work from more than just their office desk. Before we had terms like quiet vacationing, workers with the freedom to take their jobs anywhere began to upend the notion that work had to be confined to an office. Wireless technology, the cloud, mobile phones, and reliable laptops made working while traveling a viable option for many professionals who wanted to blend work and leisure in ways that were once unheard of. Some took workations, combining vacation with work, while digital nomads chose to live this way permanently, showcasing how employees no longer needed to be tethered to a physical location to be productive. According to The MBO Partners 2024 State of Independence report 11% of U.S. workers currently describe themselves as digital nomads, a growth of more than 147% since 2019.

The "How Much": Recalibrating Work

Another clear sign of the the Future of Less Work is the shift in how people perceive hard work. The traditional badge of honor—working long hours and being constantly available—is rapidly losing its shine. Movements like quiet quitting and anti-hustle culture are direct responses to the burnout and disillusionment that many workers feel after years of overcommitment. Today, employees are setting boundaries, refusing to go above and beyond without fair compensation, and focusing on achieving balance in their lives rather than sacrificing themselves for their careers.

In parallel, movements like FIRE (Financial Independence, Retire Early) signal a desire to limit the amount of time spent in traditional work altogether. FIRE advocates focus on aggressive saving and investment strategies, aiming to reclaim control over their time and choices much earlier than the traditional retirement age. This drive for a new social contract around work is echoed in broader cultural shifts. Hashtags like #WorkLessLiveMore, #ActYourWage, and #RestIsProductive have gained traction, signaling a widespread desire for more balance and intentional living. These digital conversations reflect a rethinking of success in today's world, with people moving away from the “always-on” mentality and advocating for healthier approaches to both work and life.

The "How": Diversifying and Taking Control

The rise of microbusinesses, freelancing, and the gig economy further demonstrates the desire for more control over income and time. Many workers are no longer satisfied with relying on a single employer for financial security. Instead, they are diversifying their income streams, taking on side hustles, or launching small businesses to maintain autonomy and flexibility. These trends show that workers are less focused on job titles and more interested in building lives that offer freedom, creativity, and control.

The days of sacrificing everything for the company are over. Today’s workers expect their careers to fit within the broader scope of their lives, not the other way around. This even extends to career breaks—once a red flag, they are now normalized, with gap years becoming acceptable in professional narratives. Nearly two-thirds of surveyed professionals have taken a break at some point, according to LinkedIn, and many more plan to do so. This shows the recognition that life experiences, not just work, contribute to our growth and skills.

A New Social Contract

While these movements laid the groundwork, the pandemic threw gasoline on the fire. What started as gradual trends became the new norm almost overnight. Forced into remote work, millions of employees experienced the benefits of flexibility firsthand. Now, as companies like Amazon call for a return to the office, employees are pushing back, demanding the autonomy they’ve come to value.

The post-COVID workplace debate is often framed as a fight over how many days employees should be in the office, but it’s really about something much bigger: a new social contract—the future of less work—where the emphasis is on finding a more sustainable and meaningful way to balance professional and personal fulfillment. Workers are no longer asking for flexibility—they’re demanding it. They’re no longer willing to sacrifice their personal lives for the promise of long-term job security, nor are they content to climb the corporate ladder without meaning or fulfillment. They want to build careers around their lives, not the other way around.

Employers who fail to recognize this shift and cling to outdated models risk losing talent, engagement, and long-term success. This isn’t just about remote work or hybrid models—it’s about establishing a new social contract that benefits both people and organizations. Your best people work not because they have to, not because you tell them to, and not because you measure them on it. They work because they want to—because working for you is their way of achieving their purpose in life.

@thedailyshowIs it quiet quitting...or just doing the job? #DailyShow #foryoupage #fyp

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In other words: it’s not just about what you’ve done, but what you CAN do.

However, I hear your frustrations. The reality is that much of the job market is still hiring based on classic definitions of a resume. Many gatekeepers—recruiters, HR, and even some hiring managers—are telling you that if you don’t have the exact experience, you’re irrelevant.

But they’re wrong. And eventually, they’ll figure it out. As jobs evolve, they won’t always find candidates with the exact experience they’re looking for, so they’ll have to start hiring for potential, based on skills. But we’re not fully there yet.

So, what can you do in the meantime?

Today’s thought letter was inspired by a reader's comment.

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Nirit

This article was initially published on Forbes»»

You’re looking for a new job. The first thing people tell you to do is “make a list” because you need to network, right? Wrong.

If this is the moment you’re starting to network, then you’re like the person who tries to buy insurance after the accident has already happened. You’re too late. Networking isn’t just for job seekers in crisis; it’s an essential career tool that needs constant attention—even when everything seems to be going well. In fact, that’s exactly when you should be focusing on it.

Yet, many professionals make the mistake of ignoring their network until they’re in a bind. They assume it’s something they’ll tend to only when they need it. By the time they send out a flurry of requests for introductions or advice, they’ve lost valuable time and, often, credibility. Let’s bust three of the most common misconceptions about networking that are holding your career back.

Misconception 1: Networking Is Only for Job Search

Most people view networking as something to turn to only when they’re in the middle of a job search. But this reactive approach can hurt you in the long run. Effective networking is proactive. The strongest professional networks are built when you don’t need immediate help, giving you the time and space to cultivate genuine, long-lasting relationships.

When you learn how to network while your career is stable, your conversations become more authentic. You’re not asking for a favor or trying to "sell" yourself, which can sometimes feel transactional. Instead, you’re learning from others, sharing ideas, and offering your own insights. This builds goodwill and ensures that when you do need help—whether it’s finding a new opportunity, navigating a layoff, or making a career pivot—your network is ready to support you.

Keith Ferrazzi highlights this concept in Never Eat Alone, where he emphasizes that successful networking is built on offering value first. In a recent LinkedIn post Ferrazzi explained that networking for a specific purpose, such as finding a job, feels cold and impersonal. He contrasted this with true connecting, which he defines as sharing your knowledge and resources, time and energy, friends and associates, as well as empathy and compassion. In this approach, networking is not about a transaction—it’s about building meaningful relationships.

But that’s not the only reason you need a network. Before it helps you find a new job, it helps you succeed in the one you have. Which brings us to the second misconception:

Misconception 2: Your Immediate Work Circle Is Enough

It’s easy to assume that the people you interact with daily—your colleagues, clients, or business partners—form a strong enough network. While your "operational network" is crucial for getting the job done, it doesn’t expose you to new ideas, opportunities, or industry shifts that a broader, more strategic network can offer.

Herminia Ibarra, in her article “How Leaders Create and Use Networks” published in Harvard Business Review, emphasizes the distinction between operational and strategic networks. Operational networks help you accomplish day-to-day tasks, but it’s your strategic network—the connections you make across different roles, industries, and regions—that introduces new opportunities and provides a broader perspective. Ibarra stresses the importance of networking outside of our usual circle as a critical step in career reinvention.

If you’re only talking to the same people you rely on to get through your day-to-day work, you’re limiting your perspective and, with it, your potential. To thrive, you need to broaden your circle to include people who can challenge your thinking, offer new insights, and open doors to opportunities you may not even know exist. A strategic network connects you with individuals from different industries, roles, and locations, offering fresh perspectives and helping you stay ahead of trends. These diverse contacts are far more likely to support your career growth and innovation.

By now you’re probably thinking: who has the time to meet new people outside of our day-to-day when we’re actually working and not looking for a job? Which leads us to misconception number three:

Misconception 3: Networking Has to Be Formal

Many people believe networking requires formal events, carefully planned meetings, or a certain level of calculated strategy. But it doesn't have to be that way. Some of the best connections are made through informal conversations—whether at a casual lunch, during shared industry events, or even over online interactions that start with mutual interests. In fact, networking works best when it’s organic and based on genuine curiosity. These informal, authentic connections are far more likely to develop into lasting professional relationships than something that feels forced.

For some people, meeting and talking to new people is as simple as breathing. For others, it’s inconceivable. If you're one of those who prefers the computer screen to a conversation with a stranger at a conference, the key is to ensure you have paths to organically meet your strategic network. In practice, this means building opportunities into your calendar.

I once met a young professional who told me about his "Tuesday lunch" practice. Instead of having lunch with his team, as he usually did, he made it a point to have lunch with someone different each Tuesday—whether it was someone from another department, someone he hadn’t seen in a while, or someone working on something he wanted to learn more about. This habit helped him build a broad and diverse network.

Other ways to ensure you interact with people outside your everyday work circle include joining a nonprofit or industry organization or reaching out to people you follow online and engaging in actual conversations with them. My personal favorite is dedicating two meetings a week to people without a specific agenda. This practice has built my strategic network to the point where it brings me knowledge, ideas, and contacts I would never have gained through formal, transactional networking.

The Bottom Line: Networking Is a Long-Term Investment

Networking isn’t a one-time effort, nor is it a quick fix when you’re looking for a job. It’s an ongoing investment in your career, one that pays off long before the time comes to seek new opportunities, navigate industry changes, or pursue new ventures. Your network will open you up to new knowledge and ideas, bring you information you didn’t know you needed, and help you act on insights you wouldn’t have had otherwise.

When the time comes for a job search, your network will already know you. You will have built the relationships that will work for you, connecting you to new people and opportunities. The most successful professionals don’t wait until they need help—they’re already connected to people who are willing to offer it.

If you’re not actively building and nurturing your network right now, you’re missing a critical part of career management. Start today, and your future self will thank you.

I was recently interviewed by Katie Beth Hand and Stan Miller on Legacy Leaders. It was a great experience! We talked about purpose-driven careers.

Here are just a few of the topics we covered:

The importance of redefining traditional career paths and embracing a more fluid approach to work.

The rapid pace at which knowledge is evolving and becoming outdated and why to stay relevant in the dynamic work environment, continuous learning, unlearning, and relearning are essential.

The growing desire for purpose-driven careers, where individuals seek fulfillment and impact in their professional lives. Success is no longer solely defined by long hours and rigid office structures but by the meaningful contributions one makes to the world.

Your Turn:

Think about one person who popped into your head when you considered your strategic network. Reach out to them this week—whether for a coffee or just a quick chat—and start the conversation. Let me know how it goes!

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"it's an employers' market out there, finding work is hard.

Hmmm.

Are you using it as an excuse?

Today’s thought letter wants you to consider that's not necessarily the reason you're not finding work. In the changing world around us there are people who need what you know how to do but they are calling it different names than what you call yourself, and so you're not seeing these jobs.

And so I set out to write what I think you can do.

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Nirit

This article was initially published on Forbes»»

Struggling to find a job? The problem might not be the market—it could be your approach. By limiting your search too narrowly, you might be overlooking valuable opportunities in today’s fast-changing world of work.

The Job Market Has Changed—And So Should You

We’re currently in a candidate's market, meaning employers are eager to hire. Yet many still struggle to fill roles. According to Manpower 2024 data, 75% of employers globally report difficulty in finding qualified candidates—more than double what it was a decade ago. This is true across industries and company sizes. Meanwhile, research from Indeed shows that U.S. job postings requiring a four-year degree have dropped to just 17.8%, as employers adapt to attract talent in a tight labor market.

Why is this happening? Because the definition of "qualified" has shifted, and it may be time for you to shift with it. Here are three reasons you might be missing out on opportunities.

1. You’re Defining Your Professional Identity Too Narrowly

Your resume might define you through the roles you’ve held, but that’s not the whole picture. Today, employers value your abilities—what you can do—more than just the roles you’ve held in the past. With jobs transforming faster than ever, what you can do might be more valuable than what you’ve done.

According to the Burning Glass Institute, we’re in the midst of the "Great Disruption." Their skills disruption index, based on millions of job postings from 2016 to 2021, shows the emergence of new skills and a shift in the importance of existing ones. This means that the roles you’re used to may now require different skills, and your current abilities could open doors to jobs you’ve never considered before.

What does this mean for you? There are many jobs out there that require your skills, but they might be called different names than what you're used to. If you’re only defining yourself through your past roles or job titles, you’re not positioning yourself for the opportunities of today.

To find these opportunities, step away from rigid job titles. Start focusing on your transferable skills—the abilities that stay with you across jobs, industries, and projects. Ask yourself, Where are my skills needed? What are companies calling the roles that require my capabilities? Stop searching for jobs by title and start searching by the skills they demand.

2. You’re Only Considering Full-Time, Salaried Positions

You could be working full time, but that doesn’t mean you need to be employed full time by a single employer. In today’s market, you have more options than ever. Think of your career as a puzzle: you can complete the picture through different roles, freelance gigs, self-employment or entrepreneurial ventures—not just one full-time salaried position. In fact, you should aim to manage four careers simultaneously: continuing your current career, maintaining elements of your past ones, building skills for future roles, and developing non-work activities like hobbies that enhance your capabilities. This multidimensional approach ensures you're constantly evolving and prepared for what comes next.

The life cycle of jobs and careers is shrinking as knowledge ages more quickly. This means we need to continually learn, unlearn, and relearn new skills to stay relevant. If you're clinging to one narrow professional identity or focusing solely on full-time employment, you may miss out on the flexibility and growth that come with more dynamic career paths.

Your professional and economic stability won’t come from a single profession or employer, no matter how great they are. It will come from your ability to stay relevant in the job market by continuously evolving your skills. Rather than fixating on job titles, focus on understanding who needs what you know how to do, how they’re describing those roles, and where you might need to fill gaps in your own skills.

3. You’re Not Preparing for Self-Employment

Throughout your career, you may need to integrate self-employment—either alongside salaried work or as a standalone path. As the traditional career model evolves, relying on a single employer for financial security is increasingly precarious. Many professionals find that blending self-employment with full-time roles, or even transitioning to it entirely, offers the flexibility and control needed to navigate today’s complex job market. According to a 2023 report by MBO Partners, the number of independent workers in the U.S. reached a record 64.6 million. This shift demonstrates that self-employment is no longer a fringe choice; it's becoming a necessary evolution in a career landscape where job security is no longer guaranteed.

Self-employment provides autonomy, allowing you to bypass traditional gatekeepers like recruiters and managers, and gives you the freedom to choose projects that align with your skills and interests. It also diversifies your income streams, offering greater economic resilience when salaried work alone may not suffice. By integrating self-employment into your career mix, even temporarily, you’re better positioned to adapt to market shifts, continuously grow your skills, and maintain long-term stability in an ever-changing job market.

The sooner you start preparing for self-employment, the better equipped you’ll be to manage transitions, capitalize on opportunities, and retain control over your professional life. Whether you explore consulting, freelancing, or launching your own business, the key is to stay flexible and continuously build skills that will serve you well both in and outside of traditional employment.

Conclusion: It's Time to Rethink How You Approach Work

As job roles and skills continue to evolve, so should your approach to work. Start by mapping out your skills, researching how they’re described in today’s job market, and identifying areas for growth. Flexibility and continuous learning—not job titles—will be the keys to your long-term career success.

Stop letting your resume define who you are. Your professional value lies in what you can do, not what you’ve done in the past. By thinking beyond traditional roles and embracing the possibility of self-employment, you’ll position yourself for success in the evolving world of work.

It’s hard to Unlearn Old and Learn New Habits

Your Turn:

Continuous learning is hard. How do you ensure you stay updated and consistently learn new things? Share your strategies and tips for keeping your skills sharp in a fast-changing world!

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Nirit

Whether it's in your career, business, or personal life, the sea of sameness can feel overwhelming. But here’s the thing: sometimes, the riskiest move isn’t daring to be different—it’s blending in. That’s what makes people like Courtney Summer Myers and other ‘Purple Cow’ job seekers so remarkable. They show us that breaking the mold can open doors we never knew existed.

This week’s thought-letter encourages you to dare to stand out and change the game—especially when it comes to your career.

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Nirit

This article was initially published on Forbes»»

If you’ve looked for a job recently, you already know that standing out in the job market has become more challenging than ever. With millions of people globally vying for attention on platforms like LinkedIn, tools designed to help candidates—such as LinkedIn's green "Open to Work" banner—have become so common that they often fade into the background.

This is where Courtney Summer Myers comes in. Her recent viral post on LinkedIn, featuring a bold pink "#Desperate" banner instead of the typical green one, sparked a global conversation. Whether you see it as an act of vulnerability or are struck by its authenticity, one thing is clear: it stood out. In a sea of job seekers, Courtney’s banner disrupted expectations, catching the attention of more than 395,000 people. Myers’ creative approach embodies what marketing expert Seth Godin calls a "Purple Cow"—something so remarkable that it can’t be ignored.

The Purple Cow Concept

introduced the "Purple Cow" concept in his bestselling book “Purple Cow: Transform Your Business by Being Remarkable”. The idea is simple: a purple cow stands out in a field of brown cows because it’s unexpected, unusual, and impossible to ignore. Godin argues that the most dangerous thing businesses—or job candidates—can do is blend in. In today's age of information overload, simply being competent or qualified is not enough; you have to be remarkable.

Candidates who embrace the Purple Cow mindset break away from the standard resume-and-cover-letter formula and create something so compelling that hiring managers can’t help but take notice. This isn't about being different just for the sake of it; it’s about being so authentically unique that you turn the job-hunting process into a memorable experience.

Examples of "Purple Cow" Candidates

Courtney Myers isn’t the only job seeker who has adopted unconventional methods to stand out. Here are a few more "Purple Cow" candidates who captured attention with creative tactics:

1.     Alec Brownstein’s Google Ads: Brownstein used the power of vanity searches to his advantage. He bought Google Ads targeting specific creative directors at top ad agencies, so whenever these directors Googled their own names, they would see an ad that read, “Googling yourself is fun. Hiring me is fun, too.” For a mere $6 investment, Brownstein received calls from nearly all the directors and landed multiple job offers

2. Adam Pacitti’s Billboard: In a desperate attempt to find work, Pacitti spent his last bit of savings on a billboard that read, "I spent my last £500 on this billboard. Please give me a job." The billboard linked to a dedicated website, employadam.com, and the campaign quickly went viral, attracting significant media attention and landing him a junior producer role.

3. Mark Leruste’s Video CV: Leruste created a humorous and engaging video CV that showcased not only his qualifications but also his personality. The video went viral, ultimately landing him a job that fit his skills and ethos.

Lessons from Job Seekers Who Broke the Mold

The common thread among these candidates is their willingness to break the mold. They all recognized that standing out in a saturated job market requires more than just qualifications—it requires creativity, boldness, and a deep understanding of what makes them remarkable. Whether it’s a viral video, a clever ad, or a daring campaign, their applications told a compelling story that resonated with employers on a human level.

In today’s world, where the "Open to Work" banner has become as common as the traditional resume, candidates like Courtney Summer Myers remind us that standing out requires more than simply following the rules. Interestingly, Courtney shared that her “#Desperate” banner wasn’t intended to make her stand out but to be a tongue-in-cheek response to the criticisms surrounding LinkedIn’s green “Open to Work” banner. She had been using the green banner for months and found it absurd that job seekers were made to feel ashamed for openly asking for help on a platform designed to connect them with opportunities.

Her banner certainly worked. Myers' LinkedIn connections grew by over 15,000, and she is now sifting through messages and emails to identify the right leads for her next job. When asked if she would take the same approach again, she responded, “Absolutely! My job hunt had been stagnant for 10 months. This is the only thing that’s gained any traction—which is absolutely ridiculous that anyone would have to go viral on LinkedIn to get access to opportunities—but I’m in a much better position now than I was two weeks ago.”

Being remarkable—whether through a bold "#Desperate" banner or a clever marketing stunt—can transform the job search experience, bringing opportunities directly to you. But the strategy only works if it’s authentic. By daring to be genuinely different, you increase your chances of not just being seen but also remembered. After all, in a field of brown cows, it’s the purple one that everyone talks about.

Everyone wants to know how to stand out as a candidate, and the Forbes article I wrote caught the attention of the nationally syndicated Anna & Raven Show. I had the opportunity to join Anna & Raven for a conversation about whether Courtney Summer Myers' bold LinkedIn banner was a stroke of genius or a step too far.

Your Turn:

What’s the one thing that makes you uniquely you in your career?

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Nirit

That’s the conversation that sparked this Forbes column.

I don’t know about you, but I’ve realized that I’m good at a lot of things no one needs anymore. And that means, by design, I’m constantly in a cycle of learning, unlearning, and relearning what defines me professionally. It’s an ongoing process.

Today’s thought letter invites you to reflect on the multiple dimensions of your professional life.

Served weekly with care,

Nirit

This article was initially published on Forbes»»

"Nice to meet you. What do you do?"

This simple question used to elicit a straightforward answer—one that fit neatly onto a business card. It was a title, a profession, a single, clear identity. But those days of the linear career are long gone. The traditional trajectory of studying a profession, climbing the corporate ladder, and retiring at the peak is increasingly obsolete.

Today, in a rapidly evolving world, knowledge becomes outdated faster than ever. According to the World Economic Forum's Future of Jobs Report 2023, two-fifths of the core skills workers possess today will be disrupted by technological change by 2027. This echoes a 2019 IBM report, The Enterprise Guide to Closing the Skills Gap, which revealed that the half-life of skills was already just five years—meaning that the value of skills learned five years ago is now about half of what it once was. In this environment, constantly updating our skills and exploring new areas is not just advisable; it's essential. Thus, the notion of relying on a single, stable career is fading, replaced by the need for multiple career transitions.

The first signs of this shift appeared with the rise of "slasher"—individuals who balanced more than one professional role simultaneously, like a marketing manager/photographer or a lawyer/fitness instructor. These slashers recognized early on that sticking to one career wasn't enough in a rapidly changing world. They paved the way for a new understanding of work, where diversifying one's professional identity became not just possible, but necessary.

However, the evolution hasn’t stopped with the slashers. Now, this approach to career management is expanding beyond those who consciously juggle multiple roles. Even if you focus primarily on one career and don't consider yourself a slasher, you must still manage four concurrent careers to thrive in today's professional landscape. These careers exist within the context of your past, present, and future roles, and they all require your attention and strategic management.

The Four Concurrent Careers

In this dynamic environment, waiting for one career to decline before ramping up the next is a risky strategy. Instead, the linear career is giving way to a more fluid, multi-dimensional model where individuals manage multiple career tracks simultaneously, always balancing their past, present, and future professional lives.

1.     Your Present Career - is your primary focus - the job or work that occupies most of your time and provides your main source of income. It's the career you're actively developing and investing in right now. This career offers stability, but it also demands continuous growth and adaptation.

2.     Your Past Careers – are no longer in the past - In the old paradigm, past careers were merely stepping stones to your current position, just lines on your résumé. Today, however, elements of your past careers often continue to play significant roles in your professional life. These could be activities you’re no longer fully committed to but continue out of obligation, as a secondary income stream, or as a safety net while you develop your new primary career.

Maintaining a connection between past and present careers can be a powerful strategy for career transitions. It allows you to maximize your current position while simultaneously laying the groundwork for your next move, helping to mitigate the uncertainty inherent in career changes. You might even diversify your career portfolio, managing multiple occupations in parallel, with one of them being a past career that remains active, albeit in a reduced capacity.

3.     Your Next Career is around the corner - whether it's in two, five, or ten years. Understanding this future role is crucial—it’s about knowing who you will become once you're no longer who you are today, professionally speaking. While focusing on your present career and maintaining aspects of past ones, you’re likely already exploring and preparing for your next career.

This could be as simple as identifying an area, tool, or interest that piques your curiosity, prompting you to learn more. Or you might already know what your next occupation will be, and you’re laying the groundwork, learning, organizing, and understanding how and when to transition.

The transition to your next career could be quick, but it could also take several years. It might involve volunteering, participating in professional associations, or turning hobbies into business opportunities. The key is to look beyond your day-to-day role and profession and understand what else is out there that interests you. Then, take small steps towards growing into your next professional identity.

4.     Your Leisure Career is often overlooked – this career doesn’t pay in the traditional sense. These are your other identities outside of work—hobbies, volunteer activities, and personal passions. In a world where professional identity is based on skills and experiences, the lines between amateur pursuits and professional work are blurring. The difference lies not in whether you’re paid, but in your commitment. If you’re investing time and effort and are committed to continuous improvement, then it’s part of your career journey, even if it doesn’t generate income or define you professionally.

This could involve writing a blog, producing a podcast, volunteering for a cause, or pursuing creative endeavors like cooking, woodworking, or sports. While these activities might not fit traditional professional stereotypes, they can develop skills, experience, and potential that could become central to your future career.

Embracing the Multi-Dimensional Career

Understanding and embracing these four concurrent careers allows for a more holistic approach to professional development. It recognizes that our professional identities are complex and multifaceted, shaped not just by our primary occupation, but by our past experiences, future aspirations, and personal passions.

This perspective encourages continuous learning and adaptation. It allows us to see potential in unexpected places and to create synergies between different aspects of our lives. Most importantly, it gives us the flexibility to navigate the uncertain and rapidly changing landscape of modern work.

As we move forward in our professional lives, it's crucial to recognize and nurture all four of these career dimensions. By doing so, we can create a rich, diverse, and resilient professional identity capable of thriving in the dynamic world of work.

Many of us went into our career because someone, maybe our parents, told us that learning X is the “sensible/safe” thing to do. But we have dreams which we were told are “not a career”. What does it look like when someone drops their “regular job” to pursue their dream?

Your Turn:

Where do you see your past, future, or leisure career active in your life today?

Leave a comment

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Nirit

This week, I’m stepping back to examine one such dilemma from a distance: the evolving landscape of education and how we teach the next generation. Is the use of generative AI in classrooms a threat to learning, or is it a glimpse into the future of education?

Today’s thought letter invites you to consider how we can rethink the way we approach these changes—not with judgment, but with curiosity and openness.

Served weekly with care,

Nirit

This article was initially published on Forbes»»

A decade ago, the concern was about students "copy-pasting" content from the web. Now, the worry is that they’re letting AI write their assignments, raising concerns about AI plagiarism and leading to the rise of services like Turnitin to detect AI-generated text. But perhaps the problem isn’t with students adapting to new tools—it’s with the education system clinging to outdated ones.

In the past, education was about teaching students the "right answers" to prepare them for a workforce that required specific skills. But the future world of work is different. We don’t know the right answers, and often, we don’t even know the right questions. What we do know is that students will work alongside technology, not apart from it. So today’s education system needs to evolve, helping students develop the skills to navigate an uncertain future using any tool at their disposal, including generative AI.

Generative AI: A Tool for Enhancing, Not Replacing, Learning

The rapid shift to remote learning during COVID-19 exposed the vulnerabilities of traditional education models and highlighted the potential of digital tools. If students can learn effectively online, why shouldn’t they use generative AI to enhance their education? And it seems that they are. Turnitin’s writing detector reviewed 200 million papers and found that only 3% have over 80% AI-written text, and 11% have 20% AI-written text. Additionally, nearly half of the students in their study have used generative AI tools regularly.

This should be seen as a positive development, suggesting that the real challenge isn’t whether students use generative AI—it’s how they use it. Instead of viewing AI tools as a shortcut, we should see them as critical tools that reflect the skills students will need in their professional lives.

Generative AI should be integrated into education as a way to deepen learning, not replace it. According to the World Economic Forum, the "Education 4.0" framework suggests that education systems must focus on fostering the skills that give humans a distinct advantage over machines to prepare students for the jobs of the future. Similarly, the U.S. Department of Education highlighted the need for curricula to include AI and digital literacy to prepare students for a workforce that will increasingly rely on these technologies.

Just as professionals use AI to streamline tasks and generate insights, students can use it to explore complex topics and enhance their problem-solving abilities. The key is to ensure students are actively engaged in the learning process, using generative AI to assist their work, not do it for them.

Preparing Students for an AI-Driven Future

In the workplace, creativity, innovation, and risk-taking are essential for success. No one expects the next breakthrough to come solely from a well-crafted generative AI prompt, but if working with one sparks new ideas, it’s highly valued. We should adopt this same approach in classrooms. Rather than fearing that AI tools will stifle originality, we should focus on how they can foster it. Generative AI tools can generate ideas, but it’s up to students to critically evaluate, refine, and add their unique perspectives. Assignments should require creativity, critical thinking, and personal insight—things these tools cannot replicate.

Similarly, AI offers platforms for experimentation and innovation. Today’s employees are expected to use new tools to simulate outcomes, explore scenarios, and push boundaries. Teaching these skills in the classroom is essential, as students will need to solve problems that don’t yet exist. Encouraging this mindset of exploration and curiosity is crucial for success in the future of work.

Moreover, AI literacy, which current employees are picking up on the job, can be taught in schools, ensuring ethical technology use. By guiding students on responsible AI use—including understanding its strengths, limitations, and biases—educators can prepare them to navigate the ethical challenges they will face in the workforce, equipping them with critical digital literacy and an awareness of AI’s broader societal implications.

Evolving Education to Meet Tomorrow's Challenges

Just as managers must adapt their strategies in the workplace, educators must evolve what they teach, assign, measure, and evaluate. Instead of focusing on detecting and preventing generative AI use, the emphasis should be on designing AI-enhanced learning experiences. If a task can be fully completed by AI, it likely isn’t challenging enough to foster deep learning. Educators should create assignments that require human input—whether through critical analysis, creativity, or ethical reasoning—so AI serves as a tool for learning, not a replacement for intellectual effort.

Ultimately, the role of education in the future of work is to provide a foundation for students to build their careers and lives. It must evolve to meet the demands of an unpredictable world where traditional answers are no longer sufficient. Generative AI should be viewed as a partner in education, helping students develop not only technical proficiency but also the critical thinking, problem-solving, and ethical decision-making skills needed in a rapidly changing world. By thoughtfully integrating generative AI into education, we can prepare students to thrive in an AI-driven future, ensuring they are not just consumers of technology but creators and innovators in their own right.

Want more proof this conversation isn’t going anywhere? Watch One Click Question Solving by AnswerAI

Your Turn:

Even if we thought it wise, can we realistically prevent the use of generative AI in schools and academics?

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This week’s thought letter invites you to rethink how we interpret these emerging trends. Instead of seeing 'quiet quitting' as disengagement or 'quiet vacationing' as shirking responsibilities, what if we viewed them as natural evolutions in how we integrate work into our lives? It’s time to challenge these labels and explore new perspectives.

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This article was initially published on Forbes»»

In the evolving world of work, new terms seem to emerge almost as quickly as the trends they describe. The latest buzzword making headlines is "quiet vacationing," which is often misunderstood as employees taking time off without formally notifying their employers. Critics argue that employees who engage in this behavior are skirting responsibilities, exploiting remote work flexibility, or expressing dissatisfaction with their workplace. Others point to it as an indicator of a fractured company culture, suggesting a lack of trust between employees and employers. But what if this interpretation misses the mark entirely?

Reinterpreting Quiet Vacationing

The idea that quiet vacationing is a problem to be fixed is rooted in assumptions tied to outdated work models, rather than the evolving dynamics of today’s workplace. What if employees working from anywhere—whether at home or halfway across the world—is neither “quiet” nor a “vacation,” but rather a natural evolution of the work-from-anywhere culture? Instead of viewing it as a red flag, we should recognize it as a step toward a new social contract between people and work.

The discussion around "quiet vacationing" mirrors the one we had about "quiet quitting"—where employees do only what is required and set firm boundaries around their work. That, too, much like discovering your employee is working from Italy without your knowledge, was initially met with alarm. Both behaviors are seen as undermining the traditional work ethic. Instead, we should see quiet quitting and quiet vacationing not as rebellions against work, but as logical extensions of remote work culture, where the boundaries between work and personal life are fluid.

From Great Resignation to Work-From-Anywhere

To see this in perspective, we should go back to the Great Resignation and the Great Reshuffle that followed, where we began witnessing the new boundaries being drawn between work and life. The pandemic reminded us that life is short and that every day we go to work is a day of our lives we trade—it better be worth it. This realization led many people to walk away from jobs they no longer found fulfilling and to seek new ones based on criteria that extended beyond just pay.

Initially, to do that, they needed to quit (Great Resignation) and renegotiate a new deal elsewhere (Great Reshuffle). Quiet quitting was the natural next step—people realized they could renegotiate without changing employers and began drawing new lines with their existing employers. Over the past couple of years, we’ve seen this tug-of-war between leaders trying to bring people back to the office and employees demanding to retain the autonomy to work from wherever they see fit. And that’s how we arrive at "quiet vacationing," which isn’t really vacationing if employees are working remotely—just not from home.

Quiet vacationing is an evolution of the work-from-anywhere model. This shift doesn’t mean employees are any less committed or productive. In fact, it may indicate the opposite: they are seeking ways to maintain their well-being so they can continue to contribute meaningfully over the long term. This is not an erosion of work ethic but an evolution toward a more human-centered approach to work.

Managing People in a Work-From-Anywhere World

Managers are right to recognize that they can’t simply continue as they did before. Work from anywhere—whether it’s home or Italy—demands that we focus on the work that needs to get done, contract around availability, and clarify expectations for collaboration and dependencies. Managers absolutely have the right to define all of these with their teams. But once they do, and as long as their people are available, collaborating, and delivering, they can no longer dictate that working from home is different from working from Italy. And working from Italy is work, not vacation.

In this context, quiet vacationing is not about deceit or shirking responsibilities; it’s not even about employees secretly taking time off. It's about employees asserting control over their lives in a world of work that used to demand full control. It’s a quiet but powerful statement that employers don’t own us, our lives, or our time. They simply contract with us to get work done. And as long as we do our work and adhere to the agreements around availability and dependencies, the rest of our lives is no one’s business except our own.

Ramping Up the Volume on the Quiet Trends

The quiet trends aren’t about reducing productivity or disengagement; they’re about redefining work in a way that integrates seamlessly with life. They reflect the understanding that employees are not owned by their employers, but rather contracted to deliver results. The focus, therefore, should be on managing work effectively—setting clear expectations and respecting boundaries—rather than trying to control how or where work is done.

In this redefined workplace, quiet vacationing isn’t a sign of a cultural problem but an opportunity to embrace flexibility and trust. It’s a chance to build a work environment where life is not sacrificed at the altar of productivity, but where both can coexist in a healthy, balanced way. As we move forward, it’s time to reconsider our perceptions of these so-called "quiet" trends. Rather than reacting with fear or suspicion, let’s see them for what they are: a natural progression towards a more human-centered, results-oriented future of work.

Reframing is important :)

Your Turn:

Have you ever found yourself quietly stepping back at work to protect your well-being? What prompted that decision, and how did it impact your relationship with work?

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You have all these ideas about the changes you’d like to make. But do you have the power to make these changes? You do, but you need help.

Today’s thought letter introduces middle managers to the people who can help them change organizations

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First, they hire you—bright-eyed middle managers eager to shake things up.

Then, as you roll up your sleeves to instigate change, you hear,

"that's not how we do things here,"

and suddenly, all doors to innovation slam shut.

This scenario is becoming all too familiar, especially among young, innovative professionals who have climbed the corporate ladder into middle management. Hired specifically for their digital-age mindset, which prizes agility, innovation, and democratic decision-making, these young leaders are initially told that their mission is to foster change. However, as they begin their roles, they find themselves reporting to senior leaders entrenched in traditional, hierarchical management styles that favor top-down directives and well-established systems. These veterans, often with decades of organizational experience, may regard the enthusiasm of younger managers for change with suspicion or outright resistance, fearing disruption to proven processes and potential loss of control. Consequently, this generational gap often stifles innovation, leaving young leaders to see their initiatives either obstructed or watered down, trapped within the confines of the very systems they were meant to transform. Thus, they face the very resistance they were hired to overcome, ensnared by the entrenched forces they were tasked to dismantle.

Middle management is a tough role even without the generational gap. You have to influence both up and down as well as across, sell and re-sell the organization’s vision as well as decisions you don’t necessarily own and sometimes can’t influence. Maybe that’s why this management layer is sometimes considered part of the problem and we hear organizations “flattening” the company by removing middle management layers as part of a move towards efficiency or the need to remove “human roadblocks” to change. And young workers, those we bring in to help us change, aren’t so keen to climb the corporate ladder, especially not into middle management jobs, having discovered that it’s more work but not enough impact.

If we genuinely desire young middle managers to make a significant impact in traditional organizations, we must equip them with strategies to navigate the challenges posed by entrenched structures and generational divides. Whether you’re one of these enterprising middle managers or someone within the organization aiming to support their success, consider providing them with the following essential resources:

Translators

—these are pivotal allies who will help you decode the organizational culture and politics, understand the motivations of senior leadership, and coach you on how to tailor your proposals to resonate with their values and goals, thereby enhancing your chances of approval. They can also guide you to focus on incremental, manageable changes that gradually showcase the benefits of new approaches without upsetting the established order.

To identify effective translators, seek out individuals who have been with the organization long enough to comprehend its workings but are not deeply rooted in the “that’s how we do things around here” mindset.

Allies

—these individuals can dramatically extend your influence by amplifying your ideas and transforming your solo efforts into a collective movement. The most obvious candidates for allies are those who stand to gain from your initiatives. However, don’t limit your search there. It’s equally important to engage with those who may have reservations about your proposals because these changes affect them directly. Strive to actively seek common ground and mutual benefits, maintaining transparency about your intentions, successes, and failures. Such openness fosters trust and demonstrates integrity, key for overcoming skepticism and resistance. Inclusive leadership not only enhances decision-making but also cultivates a more dedicated and cooperative team. Sharing credit generously helps frame your initiatives as collaborative efforts, so prioritize including diverse perspectives in decision-making processes.

To build alliances, network deliberately and cultivate relationships, engaging deeply to understand the broader ecosystem you operate within. Furthermore, expand your influence through thought leadership and involvement in professional activities related to your field, even outside your organization. Keeping abreast of industry trends and continuously refining your skills will bolster your reputation and enhance your credibility, further empowering you to leverage knowledge and examples from beyond your immediate surroundings to support your endeavors.

Champions

—these advocates are essential for building your brand and enhancing your visibility within the organization. Champions play a crucial role in securing buy-in from senior leadership by lending their credibility and support to your endeavors. They will represent you when you’re not in the room and ensure your presence in discussions where your input is critical, thus establishing you as a notable figure in the organization.

Champions are crucial not only for the outcomes they help achieve, but also for their role in the process itself. They assist in articulating your vision and values, helping to set clear expectations and establishing a strong personal brand. Because they believe in you and are committed to your success, champions provide a safe space for you to express yourself without fear of repercussions, alongside the guidance needed to act on these insights. They offer regular feedback, helping you understand how others perceive you and ensuring this perception aligns with your objectives, which allows you to fine-tune your approach and presentation.

To secure a champion, focus on forging relationships with influential figures within the organization who can endorse and promote your ideas and projects.

As you carve your path as a new manager, remember the crucial roles that translators, allies, and champions play in smoothing the bumps along your journey of change. Over time, as you navigate through the organizational maze and implement transformative changes, you’ll find yourself becoming an integral part of the organization and its management. It’s essential, then, to never forget the early struggles and the feeling of being unheard—embrace that memory. As a middle manager, you represent the organization to your team. The challenges and frustrations you experience in driving change will likely be reflected in those reporting to you.

Lead by example. Become the translator, ally, or champion for those younger individuals hired to bring fresh ideas. Act as a beacon of inspiration and mentorship; your efforts to foster growth and development, not only in your own team but across the organization, enhance their skills and solidify your identity as a leader who truly values progress and innovation. By doing so, you position yourself to fundamentally transform leadership within your organization, nurturing a culture that supports and amplifies voices at all levels. This proactive approach ensures that as you navigate through the organizational maze and implement transformative changes, you’ll find yourself not just a part of the management but an integral leader shaping the future of the organization. Embrace the early struggles and the feeling of being unheard—as a middle manager, you represent the organization to your team, and the challenges and frustrations you overcome can inspire and guide those reporting to you.

And if being a middle manager isn’t hard enough, you now have the added challenge of leading through change. And apparently, the regular tools we were all taught as managers are not enough in a world where change is a constant. We need to learn to absorb ambiguity.

You’re welcome to see more of the slides from this keynote here

Your Turn:

What are your biggest challenges as middle management these days? Do you have BKMs (Best Known Methods) that can help others?

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Nirit

And even if you’re not ready now, chances are you’ll need to at some point. If you want to keep working for many years but realize you don’t want to work the way you used to, you really don’t have a choice—you have to embrace independence.

Today’s thought letter is about keeping your options open.

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Nirit

Like many in my generation, I started my career with a straightforward plan:

invest in learning a profession,

get hired by a great company,

stay the course—climb that corporate ladder, move between roles, get promoted,

eventually, coast toward retirement.

In other words, a clear and predictable career path.

But then the rules changed. By the time I reached the point where I was a senior manager, the world had sped up. Knowledge was aging faster, industries were evolving, and career life cycles were shrinking. Suddenly, I realized the years ahead of me were likely as long as those behind me, and I’d probably have another career after the one I was on.

My journey to discover who I could become without my corporate business card took a while and mirrored the broader transformation happening in changing world of work. By the time I was ready to leave, I knew I didn’t want to jump into another full-time salaried position. I wanted to be independent. I craved control, flexibility, and alignment between my work and personal values. But stepping into the world of independent work was unfamiliar, and I quickly learned I wasn’t alone in feeling a bit lost.

From Full-Time Employment to Portfolio Careers

The lessons I’ve learned in my transition from a full-time salaried employee to an independent worker aren’t just about my personal experience—they reflect a larger trend in the future of work. The traditional model of full-time, salaried employment is giving way to more flexible, portfolio careers where people mix multiple roles, freelance gigs, and consulting work. The data backs this up: According to MBO Partners’ 2023 State of Independence Report, now in its 13th year, 72.1 million Americans—about 45% of the workforce—have chosen the independent route, even as the nation registers a record-breaking 156.3 million payroll jobs. But what’s really interesting is that more people are not just dabbling in independent work—they’re diving in full-time. Between 2020 and 2023, the number of full-time independent workers in the U.S. jumped by 91%, from 13.6 million to 26 million. That’s a huge leap, especially compared to the 2% annual growth rate we saw from 2011 to 2019. And 2023 marked the first year where the number of full-time independent workers grew faster than part-timers.

But here’s the thing: no one really teaches you how to make that leap from a salaried employee to an independent worker. Here are six lessons I’ve learned over the past six years:

1.    Independence Doesn’t Mean Working Alone -

As a senior manager, I was used to leading teams and having people around to collaborate with. Suddenly, it was just me. One of the first things I learned is that independent work doesn’t mean you’re working in isolation. To thrive, you need to figure out where your true value lies and then find others to handle the rest. Building a network of other independents and treating them like your team can be a game-changer. This not only expands your capabilities but also creates a collaborative environment where you’re supported by professionals with complementary skills—each doing what they do best.

2.    Understanding ‘How Much is Enough’

When you leave a salaried job, it’s easy to think you need to replace your full salary right away. But that’s not necessarily true. Transitioning to independence, especially in mid-life, means rethinking what you really need in terms of income and work. The question of "how much is enough" becomes crucial. It’s about figuring out the minimum income you need to maintain your lifestyle and then aligning your work commitments accordingly. This clarity lets you focus on projects that truly excite you, rather than taking on work just to pay the bills. It’s a shift from working because you have to, to working because you want to, which makes a big difference in both satisfaction and productivity.

3.    Your Brand is Your Best Asset

As salaried employees, we often define ourselves by the title on our business card. But when you leave that card behind, you realize that’s not really who you are. This means you need to understand your personal brand—because you don’t create it, you uncover it. It’s about the value you bring, the people who need it, what they call it, and how they’ll know you exist. For many, the biggest hurdle in becoming independent is the fear of not knowing how to “sell.” But if you’ve built a strong, recognizable brand, you won’t need to “sell” yourself as much—your reputation will do most of the work. For me, this meant focusing on content creation, being active on social media, and consistently delivering high-quality work.

4.    Continuous Learning is Non-Negotiable

In a world that’s constantly changing, continuous learning isn’t just important—it’s essential. As an independent worker, you’re solely responsible for your professional development. No one’s going to invite you to a conference, call you into a training session, or send you a report on the latest industry trends. If you want to stay competitive, you have to seek out these opportunities yourself. This means regularly investing time, money, and effort into learning new skills, staying updated on industry trends, and identifying gaps in your knowledge before they become a problem. It took me a while to figure out that I needed to actively sign up for conferences, find new information sources, set aside time to learn new tools, and stay on top of the fast-moving stream of information. If you don’t prioritize learning, you risk being left behind.

5.    The Freedom to Choose is Priceless

One of the biggest perks of independent work is the freedom it gives you. Being able to choose your projects, clients, working hours, and even where you work from is invaluable. This freedom allows you to align your work with your life, rather than the other way around. For me, this flexibility has been life-changing, giving me the space to focus on what truly matters, both professionally and personally. Looking back, I wouldn’t trade this autonomy for the structured confines of a traditional job.

6.    Do it all over again

As an independent, you quickly realize that you’ve never really “arrived.” Once you’ve figured out your brand, your services, your value—even your processes for staying updated—things change, and you have to unlearn, relearn, and adapt. This part of the independent journey moves faster—there’s no organizational buffer to shield you from the pace of change. If, as a salaried employee, you were paid for showing up to work, now you’re paid for delivering what someone needs. Staying on top of what that is and how it changes is up to you.

Looking Forward: Thriving in the Future of Work

The rise of digital platforms, remote work, and the gig economy has made it easier than ever for professionals to diversify their careers and embrace independence. For years, various statistics on the gig economy have shown that people have been supplementing full-time salaried positions with independent work. Now, we’re seeing more individuals fully shift from traditional employment to full-time independent work.

The future of work isn’t just about surviving in this changing landscape; it’s about thriving—taking control of your career, diversifying your income streams, and finding fulfillment through a mix of traditional and independent work. The rise of independent workers is more than a trend—it’s a sign of what’s to come, and those who adapt will be well-positioned to succeed.

This powerful video tells the story of a generational shift. But what I’m here to say is—this isn’t just about a shift in generations; it’s about a shift in work. It’s about how we want work to fit into our lives, not the other way around.

krianbearney

A post shared by @krianbearney

Your Turn:

Are you combining salaried and independent work? Or shifted to independence after years of full time employment? What have you learned?

Leave a comment

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Organizations: TheFutureOf Less[?] Work - A new podcast featuring candid conversations with those who are turning emerging trends into actionable solutions.

Leading from the Future: An AI-generated ad that perfectly encapsulates the moment to say, “enough.”

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“I fired my clients.”

That was the surprising message I got from a supplier after I let him know I wanted to end our collaboration. Not because there was anything wrong—quite the opposite. Our relationship was fantastic, mutually beneficial, and honestly, very comfortable. But that was the problem. From a business perspective, that comfort had turned into a crutch, stopping me from making the changes I needed to grow. When I explained that we were ending things not because it wasn’t working, but because it was working too well, something unexpected happened. He realized that what he was doing for me was no longer a core part of his business or priorities. He, too, had been holding onto a familiar, comfortable pattern, hesitant to let go of a business that no longer fit his new direction.

Sometimes, the most important decision isn’t about what to start but what to stop. Marcia Wieder, founder of Dream University, calls this

“No More, Now What?”

— the idea of strategically choosing to end an activity, job, or engagement to make space for new opportunities. This isn’t about giving up because of failure or difficulty, but rather recognizing that when something is stable and comfortable, it can keep us from taking the steps we need to move forward, both personally and professionally.

Knowing When to Stop

Strategic quitting isn’t just about throwing in the towel. It’s about making a deliberate choice to stop doing something—a role, activity, or relationship—that no longer aligns with your goals. Seth Godin, in his book The Dip, reminds us that time, budget, and attention are limited resources. So, quitting can be a necessary strategy to free ourselves up for new opportunities. But it’s not easy because we have to tell the difference between temporary challenges—which require persistence and grit—and a true dead end, which calls for strategic quitting to make room for something new.

The signs are usually there. Sometimes, we feel stuck but are scared of the consequences—our gut knows what our head doesn’t want to admit. You might be in this situation if you dread Sunday nights because Monday’s coming, or if you’re unmotivated at work, seeing it as just a way to pay for what you really love. I knew it was time to quit when I found myself wanting to start the day with my personal computer instead of the company’s. Maybe you’ve noticed that your weeks blur together—same people, same topics, same routine. Or maybe you feel like you’re just going through the motions, putting in the time without getting results. You might be passing up exciting opportunities or chances to learn something new because your current commitments or lack of time are holding you back.

Creating a Vacuum to Make Room for the New

These signs might be telling you it’s time for strategic quitting—to stop something in order to make space for something else. Unlike a gradual transition, deciding to stop completely creates a vacuum—a space that used to be filled with tasks, routines, or relationships. This vacuum is more than just empty space; it’s a powerful driver for change. In our daily routines, we often avoid actions that could disrupt the status quo, afraid of what it might do to our careers or finances. But once you’ve created a vacuum, suddenly inaction becomes the real risk. The vacuum pushes you to act, to fill the space with new ideas, directions, and opportunities.

Letting go of things that don’t help us anymore clears mental space that can be redirected toward new projects. By reducing the emotional and mental load of what no longer fits, we can focus on what really matters. We get the freedom to explore new dreams, possibilities, and unfamiliar areas. This isn’t like making small, gradual changes, where the old structure still has a say in your decisions. The vacuum gives you a blank slate to rethink the future without the burden of past commitments. For most of us, this is unfamiliar and uncomfortable—and that’s exactly why it’s an opportunity for growth.

Putting “No More, Now What?” into Action

Every so often—maybe on your birthday or at the start of a New Year—it’s worth taking a moment to check if it’s time for a change. Make a list of everything that takes up your time and rate each item’s contribution to your growth and happiness. This can help you spot where you’re spending time on things that don’t really help you move forward. Before you decide to stop something, make sure you’re not just “escaping” but instead “making space for growth.” It’s also smart to build a support network—mentors or friends who get what you’re doing and back you up, especially those who’ve been through similar transitions. Their advice and encouragement can give you the confidence and guidance to face the transition with curiosity instead of fear. Try new activities, learn new skills, meet new people, and give yourself the time to figure out how you want to fill the space you’ve created in your career and life.

Strategic quitting is a powerful tool for personal and professional growth. It’s not about giving up; it’s about creating space for growth—a conscious choice to make room for new possibilities. When we recognize the signs of stagnation and are willing to create a vacuum, we open ourselves up to unexpected opportunities. Strategic quitting pushes us out of our comfort zones, but in return, it gives us the space and freedom to reinvent ourselves. It’s a process that takes courage, but the payoff can be huge—renewal, growth, and breakthroughs. In a world where change is the only constant, the ability to strategically quit isn’t just an advantage—it’s key to staying on the path of development and success.

The Future of Work has been my domain for a decade, but it’s evolving. Lately, I’ve noticed that we’re really talking about TheFutureOf Less[?] Work.

Is this good? Bad?

Less[?] could mean that technology is taking over our jobs, as Adam Waheed poignantly highlighted in his Reel:

But Less[?] could also signify a shift in how we define success—where work fits into our lives, rather than the other way around.

TheFutureOf Less[?] Work will dive into these questions with those leading the charge in the work ecosystem—Leaders, HR Leaders, Futurists. We’ll explore how these trailblazers are turning emerging trends into actionable solutions, sharing their experiences and insights to help you navigate the future of work.

Don’t look for it yet—you won’t find it. I’m working on it now, securing interviews with HR managers and other influential figures around the world.

I do have a request: If there are Human Resources or other Thought Leaders in the field that you’d love to hear from, I’d appreciate your recommendations—and if you can make an introduction, even better.

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When it feels like the right time to step back, it often is. This AI-generated ad created by Rob (@chamorrophoto) perfectly encapsulates the moment to say, “enough.” But it’s also a reminder that to Lead from the Future we should all be paying attention to the new capabilities evolving every minute that allow us to do things we didn’t know we can.

Watch the full Ad on X