17 February 2019 AnkitChadha

Two Fail Proof ways to Future Readiness


Getting future ready has been defined as getting ahead of the curve. Future readiness will not come if those who occupy the defining roles in a company or organisation go on relying on skills and behaviours that they have used to get successful up to a certain point in the past. Leadership in any organisation must not only help in identifying future leaders but also help them achieve greater proficiency as far as current skill set is concerned while building new skills.

Here are two important factors to consider to help you become future-ready.

  1. Support development with sustainable processes- Managers should understand that they need to train and coach people. In layman terms mentoring should be encouraged as it benefits all the parties concerned. A study conducted by Gartner of a mentoring programme at Sun Microsystems showed that of the 1,000 employees mentored, 72 per cent were retained (compared to 49 per cent of those who were not) and the mentors received promotions six times more than their other peers who had not participated in the programme. Mentors should guide the mentees regarding the areas in which they need to undertake new learning. They should be made aware about the pathway that their careers can take with the help of mentoring. Giving people measurable goals and realistic timeframes should help keep them on their toes working towards a brighter future.
  2. Encouraging calculated risks- Companies should let their employees know about what would be an acceptable failure. Employees should clearly know that as far as their mistakes, say, the reversible ones, they will not set them back career wise. There should not be any pressure, guilt trips or blaming, on an employee showing initiative and courage. Take Google’s example. This is one company that rewards failures. Googles’ Head of People Operations, Laszlo Bock, in his book 'Work Rules!' gives the example of Google Wave that was launched in 2010 and was closed a year later. The team, he says took a massive, calculated risk. And failed. So, we rewarded them. Organisations should see mistakes as stepping stones and take a lesson or two from them.