Shapers

In his book "Shapers," Jonas Altman explores the rapidly evolving landscape of modern work and provides insights on how individuals can thrive in this new environment. The book offers a fresh perspective on career development, employee engagement, and the future of work.

Introduction

The traditional notion of a successful career – one where you put your head down, work hard, and climb the corporate ladder – is becoming increasingly outdated. In today's world, where job security is no longer guaranteed and the nature of work itself is constantly changing, a new approach is needed. Altman introduces the concept of "shapers" – individuals who take ownership of their careers, adapt to change, and find meaning in their work.

The Disengagement Crisis

One of the most pressing issues in the modern workplace is the epidemic of disengaged workers. Altman highlights a shocking statistic: 85 percent of the world's one billion full-time employees are disengaged from their work. This means that the vast majority of people are simply going through the motions, counting down the days until the weekend.

This disengagement has serious consequences, both for individuals and for the economy as a whole:

1. Personal impact: Disengaged employees are more likely to experience burnout, illness, accidents, and depression.
2. Economic impact: In the US alone, the economy loses an estimated 350 billion dollars annually due to decreased productivity and increased sick leave.

The root causes of this disengagement crisis are multifaceted:

1. Outdated work structures: Many workplaces are stuck in the past, insisting on rigid 40-hour work weeks and traditional office environments, despite the possibilities offered by modern technology.
2. Lack of autonomy: Employees often feel like small cogs in a big machine, with little control over their work or understanding of their role in the bigger picture.
3. Underestimation of potential: Many companies treat employees as if they are inherently lazy or incapable, which becomes a self-fulfilling prophecy.

To address these issues, Altman argues that we need to rethink our approach to work and create environments that foster engagement, autonomy, and meaning.

The Power of Authentic Company Culture

One of the key factors in creating engaged employees is fostering an authentic company culture that aligns with clear values. Altman uses the example of Patagonia, the outdoor clothing company, to illustrate this point.

Patagonia has built a loyal customer base and attracted top talent by living its values:

1. Environmental commitment: The company encourages customers to repair clothes rather than buy new ones, offering free repairs and raising millions for environmental causes.
2. Employee-friendly policies: Patagonia offers excellent benefits and a workplace culture that aligns with its mission.

The importance of authentic company culture cannot be overstated:

1. Attracting talent: In today's economy, skilled employees are a company's most valuable resource. An authentic culture helps attract the best candidates.
2. Creating meaning: Employees want to believe in the values of the company they work for. When only a quarter of American employees believe in their company's values, it's no wonder disengagement is so high.
3. Long-term success: Companies that align their practices with their stated values are more likely to prosper in the future world of work.

Altman cites the example of CVS, the US pharmacy chain, which stopped selling cigarettes despite the short-term revenue loss. This decision, which aligned with the company's mission to improve health and well-being, ultimately led to increased profits and a stronger brand image.

The Problem with Hierarchical Management

Traditional workplace structures, with their rigid hierarchies and authoritarian managers, are increasingly seen as ineffective and limiting. Altman argues that these setups not only harm employee morale but also hinder efficiency and creativity.

The issues with hierarchical management include:

1. Promotion based on individual performance rather than leadership skills
2. Micromanagement that stifles employee growth and initiative
3. Underutilization of employee creativity and unique perspectives

Instead, Altman advocates for self-managed workforces, where employees feel ownership over their work. He provides two compelling examples:

1. Buurtzorg: This Dutch health start-up employs only 45 people in its head office but has a workforce of over 10,000 nurses. The nurses work in self-managed teams of up to twelve, handling their own hiring and operations. This model has led to significant improvements in healthcare outcomes and cost savings.

2. Haier: The technology giant eliminated 10,000 management positions and encouraged all employees to take responsibility for the company's success. This move resulted in soaring profits.

While self-management requires emotional intelligence and the ability to handle uncertainty, it creates opportunities for growth and learning – key attributes of a "shaper" in the modern workplace.

The Importance of Adaptability

In today's rapidly changing work environment, adaptability is perhaps the most crucial skill a worker can possess. Altman uses the analogy of jazz musician Miles Davis, who would improvise based on his band members' mistakes, turning errors into opportunities for creativity.

The modern workplace demands this kind of flexibility:

1. Shorter job tenures: The average job now lasts about five years, compared to thirty years in 1984.
2. Multiple careers: People often pursue several different careers in their lifetime.
3. Rise of freelancing: The internet has led to an increase in freelance and contract work.

Companies like Google have recognized the value of adaptability:

1. Rotating workforce: Google employs a large number of contractors who typically stay for just over a year.
2. Open innovation: Companies like Netflix and Procter & Gamble use open platforms to gather ideas from a wide pool of talent.

For individual workers, cultivating adaptability means:

1. Being willing to constantly learn new skills
2. Adapting to changing technology and social dynamics
3. Developing emotional intelligence and mental fitness
4. Being prepared to work flexibly with different people for short periods

Organizations also have a role to play in fostering adaptability. Google's "moonshot factory," Google X, is an example of how companies can create environments that encourage experimentation and innovation.

Optimizing Work Habits and Technology Use

Despite technological advancements, many people find themselves busier than ever, often without a corresponding increase in productivity. Altman argues that modern workers need to optimize their work habits and use of technology to be truly effective.

Key issues in the modern workplace include:

1. Email overload: Studies show that people spend 60 percent of their work week replying to emails or browsing the internet.
2. Persistent long work weeks: Despite predictions of shorter work weeks due to technology, most Americans work more than 47 hours a week.

To address these issues, Altman suggests:

1. Flexible work arrangements: Microsoft's experiment with four-day work weeks led to a 40 percent increase in productivity.
2. Identifying peak productivity times: Focus on "deep work" during your most productive hours.
3. Working in bursts: Research shows we can only concentrate on demanding tasks for about 4.5 hours a day. Short, intense work sessions with breaks in between are most effective.
4. Changing environments: Many people have their best ideas while commuting or taking a walk.
5. Setting boundaries: Protect your attention by limiting constant availability and information overload.

The Power of Job Crafting

Altman introduces the concept of "job crafting," developed by psychologists Amy Wrzesniewski and Jane E. Dutton. This involves shaping your job to be more personally meaningful and satisfying, regardless of your specific role or industry.

Job crafting can involve:

1. Expanding tasks: Taking on additional responsibilities that align with your interests and skills.
2. Changing work relationships: Developing new connections or altering existing ones.
3. Cognitive reframing: Shifting how you perceive your job and work identity.

Altman provides an example of a hospital cleaner who expanded her role to include patient care tasks, transforming her job satisfaction and work relationships in the process.

The benefits of job crafting include:

1. Increased engagement and happiness at work
2. A sense of agency in your career
3. The ability to find meaning in any job

Job crafting also involves reassessing your definition of success. While financial success has been the primary measure in recent decades, Altman argues that future success will also encompass social equality and environmental sustainability.

Conclusion: Becoming a Shaper

Throughout "Shapers," Altman emphasizes the importance of taking control of your career and finding meaning in your work. The key takeaways for becoming a shaper in the modern workplace include:

1. Seek out companies with authentic cultures that align with your values
2. Embrace self-management and take ownership of your work
3. Cultivate adaptability and continuously learn new skills
4. Optimize your work habits and use of technology
5. Practice job crafting to make your work more personally meaningful

By adopting these strategies, you can navigate the changing world of work more effectively and find greater satisfaction in your career.

Final Thoughts

"Shapers" offers a compelling vision for the future of work, one where engaged employees find meaning and value in their jobs, and companies create cultures that foster innovation and personal growth. As the nature of work continues to evolve, the ideas presented in this book provide a roadmap for both individuals and organizations to thrive in the face of change.

Altman's insights challenge us to rethink our approach to work and career development. By embracing the concept of being a "shaper," we can take control of our professional lives, adapt to new challenges, and find fulfillment in our work. Whether you're a recent graduate entering the workforce, a mid-career professional looking for a change, or a business leader seeking to create a more engaged workforce, "Shapers" offers valuable guidance for navigating the complexities of the modern work environment.

As we move forward, it's clear that the traditional model of work is no longer sufficient. The future belongs to those who can adapt, learn continuously, and find meaning in what they do. By applying the principles outlined in "Shapers," we can all work towards creating a more engaging, fulfilling, and productive work life – not just for ourselves, but for society as a whole.