Reimagining the Future of Work: 5 Trends to Consider

In early 2022, I was invited by Authority Magazine to contribute to an interview series called The Great Resignation & The Future Of Work.

This post is the third part of a LinkedIn article series on the Future of Work inspired by my interview in Authority Magazine.

What is the Future of Work? 

The questions posed in the interview got me thinking about thinking more deeply about what the world of work has been through in recent years…and most importantly, the people doing the work – us – have all been through.

• How can we address our new working reality?
• What will be the same and what will be different 10-15 years from now?
• How do company cultures need to evolve?
• How can we create something that is better, as we are not going “back” to how things were before 2020?

Together we can reimagine an even better future for work.

In this article I share my answers to the question: "What are top 5 trends to consider as we reimagine the future of work?"

Here’s a short video highlighting my answers. Read below for more details and share your thoughts below.

Here are my top 5 trends to track in the future of work:

1. Everyone – at any and all levels of an organization – must have a clear connection to purpose.

People have always wanted to feel that their contributions matter and that their efforts have meaning.

The best way to guarantee that happens is to ensure that every person within an organization understands how their work is important and purposeful.

Ensure that every person within an organization understands how their work is important and purposeful.

Leaders are charged with articulating this purpose — both for themselves and their employees — and how this purpose is intimately connected with the organization’s purpose.

2. Leaders must be intentional about building a strong connection and rapport with their team (and vice versa).

Companies with healthy, people-centered learning cultures have always known and embraced the importance of the connection and relationship between leaders and their team members.

Effective connection is built, however, not by the number of calls or touch-points these individuals have; but rather by the humanness that is seen and cared for.

Effective connection is built not by the number of calls or touch-points... but rather by the humanness that is seen and cared for.

Authentic connection requires leaders to “go to gemba” and see for themselves the challenges that their team members face (as well as the amazing accomplishments that they celebrate).

This connection is a two-way street built from active listening, true caring, genuine curiosity, and mutual respect.

3. There is an increased (and continued) desire for flexibility in working structure, and the organizations that are succeeding are those that are adapting.

From hours to location, employees have discovered the value of flexibility in their schedules and they aren’t always willing to give that flexibility back. And, in many cases, there isn’t a need to remove it!

No matter where you live, what role you have, what you do for a living, or what you aspire to achieve, the one commonality is that we all want to feel valued and know that the people we work with and the company we work for sees us and sees our value.

We all want to feel valued and know that the people we work with and the company we work for sees us and sees our value.

4. More asynchronous working will require innovation in tools and collaboration products.

As teams are dispersed around the globe and working more flexible hours, we won’t have the same expectation of everyone being available at the same time, yet we can utilize ways to coordinate through project management apps, communication tools, and scheduling specific times in advance for live communication.

My team is living proof that innovation is possible within a diverse team dispersed around the world.

Innovation is possible within a diverse team dispersed around the world.

5. Diversity, equity and inclusion gaps will widen without purposeful attention by companies in managing hybrid and remote work.

While the pandemic positively impacted greater flexibility and connection to work-life balance for many employees due to reduced commute times and more flexible working hours, for others it exacerbated DEI gaps that already existed.

For example, many of us have experienced first hand that women were disproportionately impacted with childcare and homeschooling responsibilities. And for those who do not have high speed internet access or quiet spaces at their home, it was challenging to have productive working days.

Employers and leaders must be aware of this gap and be intentional about managing it in ways that create inclusive environments which foster creative thought and respected opinions of all people.

How Employers and Employees Are Reworking Work Together

We are shaped by our experience – and our challenges – and the pandemic has pushed us to reevaluate and realign how we can and will make an impact.

Company culture is set by leaders’ words and actions

How are you thinking about the future of work?

Consider these questions:

• How are your leaders showing that they care about their people?
• How are you showing you care?
• How are you providing your people opportunities for growth, development, and responsibility?
• And, how are you and your team, yourselves, committing to continuously learning as well?

Share your comments below.

For more thoughts on how we can redesign the future of work together, check out the rest of my interview in Authority Magazine –  The Great Resignation & The Future Of Work: Katie Anderson On How Employers and Employees Are Reworking Work Together and my full video and article on The Top 5 Trends to Track in the Future of Work.

Additional Resources

One of the ways we can provide our people with opportunities for growth and development is to Break the Telling Habit.

This is about knowing how to ask better questions, when to listen, and how to coach others to develop the capability and confidence to solve problems.

Download my free “3 Tips to Break the Telling Habit” Guide – learn how to ask questions more effectively to help others solve more problems by downloading this free guide.

About Katie Anderson

Katie Anderson is an internationally recognized leadership consultant, bestselling author and professional speaker. She has supported thousands of leaders across a range of industries to create organizational learning cultures that foster innovation, engagement, and continuous improvement.

Katie’s bestselling book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is available in five languages and has received multiple awards, including being honored as an Eric Hoffer Montaigne Award Finalist.

She holds a BA with honors from Stanford University and was a Fulbright Scholar in Australia, where she received her Master's degree. 

Katie has lived in seven countries, and leads executive study trips to Japan for leaders looking to deepen their knowledge of the Toyota Way and Japanese culture.

Katie’s mission is to empower leaders at all levels to lead with intention to achieve higher levels of performance, increase their personal and professional impact, and create a meaningful legacy.

Visit KBJAnderson.com to learn how Katie can support you, your teams, and your organization revitalize for greater impact.