December 19, 2024 • 25 mins
As we approach 2025, the workplace continues to evolve in response to global challenges, rising costs, and shifting workforce expectations. In this solo episode of Sticky From The Inside, Andy Goram reflects on the big lessons from 2024 and explores the seven trends that will define organizational culture, leadership, and engagement in the year ahead.
From continuous learning to meaningful work, from hybrid working to mental health, Andy unpacks why these trends matter, what organizations are getting right, and where there’s room for growth. With thought-provoking questions, best practice examples, and actionable insights, this episode is a rallying call to rethink and recommit to people-first leadership in the face of unprecedented change.
Whether you’re an HR leader, business owner, or just curious about what the future of work looks like, this episode offers fresh perspectives and practical takeaways to help you stay ahead of the curve.
If you’re ready to embrace the opportunities that 2025 brings, this episode is a must-listen.
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Key Takeaways- Why continuous learning is a business imperative
- Why transparency and trust are critical when embracing AI to working practices
- How to move beyond the hot mess of hybrid work
- Why yoga and breathing apps don't cut it when it comes to mental health support
- How to move from DEI tickboxes to meaningful impact
- Why meaning at work matters
- Why leaders must champion culture
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Key MomentsThe key moments in this episode are:
00:01:10 - Introduction: Reflecting on 2024 and Looking Ahead to 2025 00:04:30 - Trend 1: The Importance of Continuous Learning 00:07:31 - Trend 2: AI in HR — Opportunities and Challenges 00:10:20 - Trend 3: Hybrid Work — Flexibility Requires Structure 00:13:14 - Trend 4: Mental Health as a Core Strategy 00:15:47 - Trend 5: Diversity, Equity, and Inclusion — A Business Imperative 00:18:36 - Trend 6: Creating Meaningful Work Experiences 00:21:12 - Trend 7: Leadership Connection and Championing Culture 00:45:24 - Closing Thoughts: The Future of Work Is Human
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:10):
Hello, and welcome to Sticky from the Inside,
the employee engagement podcast that looks at how
to build stickier, competition-smashing, consistently successful organizations
from the inside out.
I'm your host, Andy Goram, and I'm on
a mission to help more businesses turn the
lights on behind the eyes of their employees,
light the fires within them, and create tons
(00:31):
more success for everyone.
This podcast is for all those who believe
that's something worth going after and would like
a little help and guidance in achieving that.
Each episode, we dive into the topics that
can help create what I call stickier businesses,
(00:52):
the sort of businesses where people thrive and
love to work, and where more customers stay
with you and recommend you to others because
they love what you do and why you
do it.
So, if you want to take the tricky
out of being sticky, listen on.
Okay, then, welcome to this special end-of
(01:12):
-the-year episode of Sticky from the Inside.
As usual, as we approach the holidays, I've
given my guests the episode off, and so,
for today's episode, it's just you and me
as we take a look ahead to 2025.
In this shorter-than-usual episode, I want
to share what I believe, based on all
(01:32):
the conversations I've had, work I've done, and
articles I've read in the last year, what
the seven focus trends in organizational culture, leadership,
and engagement will be going forward.
As we approach the new year, businesses face
increasing pressures from a challenging political and financial
(01:54):
environment.
Rising costs, such as the recent increase in
the national minimum wage threshold in the UK,
which has come as such a shock to
many organizations, are forcing them to make really
difficult decisions about investing in the long-term
development and support of their people.
Balancing immediate financial concerns with the need to
(02:18):
build sustainable, people-centered cultures is still a
major tension point for many, and it has
perhaps never been more pointed.
But amidst these challenges, I think, lie opportunities.
Opportunities to rethink, to redesign, and recommit to
the core principles that drive meaningful engagement, resilience,
(02:43):
and sustainable success in the workplace.
The question isn't whether organizations can afford to
invest in their people, it's whether they can
afford not to.
And that may sound very easy for me
to say, but the trends I'll highlight today
are at the heart of this pivotal movement.
They reflect the themes shaping conversations across boardrooms,
(03:07):
break rooms, and Zoom rooms everywhere.
Each one, I think, is an opportunity to
take a bold step forward.
Many of them are not new news, but
they are at the heart of what I
believe we truly need to be focused on
going forwards.
I'll share my opinions, insights, maybe pose a
few questions, and highlight a bit of best
(03:29):
practice along the way, in the hope of
showing you what, I don't know, might seem
impossible really isn't, and that others have succeeded.
Now you may disagree or think differently, and
that is great, I'd love to hear from
you.
So let me know what you believe or
have experienced that will help create working environments
(03:49):
that allow people to bring their best more
often, and connects what drives the business to
what drives the people within it.
As I look ahead to next year, as
always, I'll be looking to bring on expert
guests in the coming months to dive even
deeper into these themes.
Now if you have any suggestions for guests,
or maybe you think you'd make a great
(04:11):
guest, please reach out via any of the
show's social channels, because I would sincerely love
to hear from you.
Anyway, grab a coffee and a mince pie
if it's applicable, settle in, and let's take
a look at what I believe the seven
trends going forwards will be.
Trend number one, the emphasis on continuous learning
(04:33):
and development.
As the pace of change accelerates, the need
for continuous learning and development has become a
cornerstone of resilient organisations.
No longer can we afford to think of
learning as a one-off training session or
annual workshop.
It must become a dynamic, ongoing process associated
(04:54):
with constantly making little nudges of improvement that
deeply embed into the fabric of an organisation.
Peter Senge said in his seminal book, The
Fifth Discipline, which highlights the transformative power of
learning, "...through learning, we recreate ourselves.
(05:16):
Through learning, we become able to do something
we were never able to do."
This sentiment resonates even more strongly in today's
context, where the skills required to thrive in
the workplace are continually evolving, but let's not
forget that generational skills gap that's heading our
way over the next five or six years
too, as boomers exit the workplace.
(05:39):
Learning agility and commitment can become a key
differentiator, helping employees adapt to change, grow personally,
and foster a spirit of innovation, yet achieving
this requires deliberate effort and a shift in
mindset.
Leaders must champion learning not as an obligation,
(05:59):
but as an opportunity to grow and stay
competitive.
And let's not forget the role of technology
in driving this change, and more on that
later, but from online learning platforms to AI
-driven personalised training plans, tools abound to help
organisations scale learning opportunities.
But at its heart, a learning culture depends
(06:23):
on people, leaders who model curiosity, and employees
who are empowered to explore and experiment.
Let's not forget Dan Pink's trilogy from his
excellent book Drive.
The secret to human motivation comes through purpose,
autonomy, and mastery.
(06:45):
And learning is what fuels mastery, that feeling
of constantly being on top of your game.
So how can you embed a learning mindset
into your organisation's DNA?
What are you focused on learning?
Are your learning programmes preparing employees and leaders
(07:06):
for future challenges, not just today's stuff?
You know, Microsoft's cultural transformation under Satya Nadella
is perhaps a testament to the power of
continuous learning.
By fostering a learn-it-all culture instead
of a know-it-all one, Microsoft revitalised
(07:28):
its approach to innovation and employee engagement.
The cultural shift has been credited as a
key factor in the company's sustained success.
Does learning feature as a core competency in
your performance reviews?
Do you recognise and reward curiosity, adaptability, and
(07:48):
the willingness to learn from failure?
Really?
And how does your learning focus align with
your organisation's strategic goals?
Trend two, integration of AI and technology in
HR practices.
Artificial intelligence is rapidly transforming the workplace, particularly
(08:11):
in HR.
From talent acquisition to workforce analytics, AI tools
are enabling organisations to make data-driven decisions
and streamline processes.
However, these advancements come with challenges.
As author Shoshana Zuboff warns, in the age
of surveillance capitalism, technology is never neutral.
(08:35):
AI's introduction must be accompanied by careful consideration
of its impact on trust, transparency, and the
human experience.
I think the potential of AI in HR
is immense.
It can improve efficiency, reduce bias in hiring,
and provide deep insights into employer engagement, sentiment,
(08:57):
and performance.
Yet it also raises questions about data privacy,
equity, and the emotional wellbeing of employees.
Anxiety around AI is real, and organisations must
address these concerns head-on to ensure successful
adoption.
But I really do believe we have to
(09:18):
go into this with a really positive mindset,
in that far from take our jobs, it's
going to allow us time to be more
human at work.
Let's take a moment to reflect on what
success looks like here.
Companies like Unilever and IBM have demonstrated that
AI works best when it complements human expertise,
(09:40):
rather than replacing it.
Whether that's through chatbots for quick queries, or
advanced analytics for workforce planning, AI's role should
always be to enhance the human experience, not
detract from it.
Have you embraced AI and technology?
(10:00):
Have you addressed any of the fears your
employees may have towards it?
Transparency about how AI is used and its
benefits can reduce resistance and foster acceptance.
One thing's for sure, guys, it's here.
It's getting cleverer by the day, and we
are going to have to embrace it.
And if we do, we have an opportunity
(10:22):
to revolutionise work.
Trend three, flexible and hybrid working.
This is nothing new.
I'm unable to accurately say the number of
times we've mentioned this on the podcast in
the last year, but the shift to hybrid
work has redefined how organisations think about productivity
and collaboration.
(10:43):
And it's almost a prerequisite for many job
applicants today.
And whilst this model offers flexibility, it also
represents unique challenges.
And for many, it's still a hot mess.
Dr. Gleb Sipersky, author of Leading Hybrid and
Remote Teams, emphasises the future of work is
(11:05):
flexible, but flexibility requires structure to succeed.
Hybrid work must go beyond simply allowing employees
to choose where they work.
It requires thoughtful design to ensure equity, foster
connection, and maintain alignment with organisational goals.
(11:27):
Without these clear guidelines and robust communication channels,
hybrid teams can quickly become fragmented.
We've all seen the examples.
And as someone said to me the other
day, we have never been more connected, Andy,
and yet feel so isolated.
So what's the secret to success?
Organisations that have embraced hybrid work successfully often
(11:51):
credit their success to clear communication, shared purpose,
and robust systems.
Companies like Salesforce and Spotify have shown that
with the right mix of autonomy and accountability,
hybrid work can be a win-win for
employees and employers alike.
(12:11):
For instance, Spotify's Work From Anywhere model has
not only increased employee satisfaction, but also enhanced
diversity, but open up roles to talent from
right around the globe.
How's your hybrid policy working?
Do you actually have a policy?
Is it fostering inclusivity and connection, or is
it fragmenting it?
Have you cultivated a sense of community in
(12:34):
your dispersed workforce?
And if so, how?
Tell us.
One strong idea I've seen is to create
hybrid team charters to set expectations for communication,
collaboration, and availability.
Success lies in the way these things have
been put together by the hybrid teams themselves,
and the regular revisiting of these charters to
(12:57):
ensure they remain effective, inclusive, and relevant.
In 2025, I sincerely hope the conversation around
hybrid working moves on.
Trend four, genuine focus on well-being and
mental health.
Again, not a new trend, but one that
(13:17):
will stay with us and will grow in
importance.
Employee well-being has moved from being a
peripheral concern to a core business priority.
As a recent McKinsey study highlights, organizations with
strong mental health support see a 25%
boost in productivity.
Now, this underscores the link between well-being
(13:38):
and business performance.
And listen, guys, let's not hide from it.
This is all about performance.
However, well-being initiatives have to go beyond
surface-level perks like yoga classes, breathing, and
meditation apps, which still make up the majority
of organizational support in this area.
(14:00):
True well-being requires systemic changes that address
the root causes of stress and burnout, such
as excessive workloads, unrealistic working practices, and toxic
workplace cultures.
And these are difficult things to face into.
But let's think about this.
What does genuine well-being look like in
(14:22):
practice?
It's leaders who model healthy boundaries, systems that
allow for flexibility without overwork, and a culture
where vulnerability is not just accepted, but encouraged.
Many organizations have initiated mental health first aid
programs, supported by mental health practitioners, embedding mental
(14:43):
health into everyday workplace practices.
And that's great.
We just need more of it.
Are your well-being initiatives addressing systemic stresses
like workload and toxic behaviors, or are they
just scratching at the surface?
What's the say-do gap look like in
(15:04):
your business?
How do leaders model healthy work-life integration?
How is that perceived by your workforce?
What behaviors are unintentionally causing the problems?
This isn't about being fluffy.
This is about having a workforce that is
fit for work.
Something as simple as introducing mental health check
(15:27):
-ins as a regular part of team meetings
to try and normalize conversations about well-being
can make a huge difference.
And this can be supercharged if you can
encourage leaders to model vulnerability and prioritize their
own mental health too, because it sends such
a powerful message.
Trend five, diversity, equity, and inclusion.
(15:51):
Diversity, equity, and inclusion is also nothing new,
but these have shifted from being buzzwords to
becoming business imperatives.
Organizations are realizing that to thrive in a
complex, globalized world, they must embrace the full
spectrum of human experiences and perspectives.
As Vernon Myers famously said, diversity is being
(16:16):
invited to the party.
Inclusion is being asked to dance.
Again, like well-being and mental health, a
commitment to D, E, and I means going
beyond token efforts.
It requires systemic change, robust measurement, and unwavering
(16:36):
accountability.
It's not a quick fix.
It's about creating environments where everyone feels valued
and empowered to contribute their best work.
This can be especially challenging during these periods
of economic or political instability.
But these are the very times when D,
E, and I becomes most critical to maintaining
(16:58):
resilience and that spirit of innovation.
Ask yourself this honest question.
Are your D, E, and I initiatives genuine
or for show?
Are you ticking boxes or clear on what
you're doing and why it's important for your
organization to be diverse, equitable, and inclusive?
(17:19):
Do those efforts feature in all levels of
your organization, including leadership?
And in this space, I think it's interesting
to look at Rolls-Royce because I think
it provides a standout example of how organizations
can embed diversity and inclusion into their culture
in a meaningful way.
(17:39):
I understand that one of their most impactful
initiatives is their Being Like Me series, where
employees share personal stories to foster a workplace
where individuals feel safe to be their authentic
selves.
And under the chair leadership of Anita Frew,
Rolls-Royce have achieved gender parity on its
(18:01):
board, showing a commitment to representation at the
very highest levels.
The company also emphasizes psychological safety and equips
leaders with the skills to foster inclusion, proving
that D, E, and I is not just
a checkbox, but a business critical strategy.
(18:21):
Now, how does your organization match up to
that?
Trend six, meaningful work experiences.
Employees are no longer satisfied with simply clocking
in and out.
Hang on.
Actually, that's not true.
There will be a proportion who probably are.
But I suspect they've never known or been
(18:46):
shown anything different.
An increasing number, particularly from younger generations, however,
wants to feel that their work has purpose
and contributes to something bigger than themselves.
As Simon Sinek says, when people are financially
invested, they want to return.
When they are emotionally invested, they want to
(19:09):
contribute.
We have to make work more than the
paycheck.
We spend so much time of our lives
at work.
Wouldn't we want that time for our people
to be meaningful?
Meaningful work fosters engagement, loyalty, and satisfaction.
It's about creating an environment where employees feel
(19:31):
connected to their work on an emotional level.
By aligning individual contributions with the organization's mission,
employees can see the value of their efforts
beyond just financial compensation.
Recognition and appreciation further reinforce this sense of
purpose, motivating employees to give their best, stay
(19:55):
engaged, go that little bit further.
Look, it's not an original example, but I
still think it's one of the best.
But Patagonia's commitment to environmental sustainability infuses purpose
into every role within the organization.
Employees, as a result, feel a deep connection
(20:17):
to the company's mission, which drives engagement and
loyalty.
This is where we'll find that magic link
I keep banging on about between what drives
the business and what drives the people within
it.
And it works!
What purpose and meaning do your employees find
(20:38):
in their roles or their work?
Do you know?
Have you asked them?
Do they know why your organization does what
it does?
Finding and harnessing this stuff is, I believe,
crucial to creating a sustainably enabling and thriving
workplace.
And this will continue going forwards.
(21:01):
And finally, trend seven, leadership connection and championing
culture.
At the heart of every successful organization is
strong leadership.
But in 2025, leadership will continue to be
less about hierarchy and more about human connection.
Employees want leaders who are approachable, empathetic, and
(21:24):
aligned with the values they promote.
As Brené Brown beautifully puts it, leaders must
either invest a reasonable amount of time attending
to fears and feelings or squander an unreasonable
amount of time trying to manage ineffective behaviors.
And what she's highlighting here, I believe, is
(21:47):
the importance of addressing the emotional needs of
employees proactively.
By dedicating time to understanding and supporting their
teams, leaders can create an environment of trust
and psychological safety, which ultimately reduces inefficiencies, strengthens
engagement, and releases all that latent potential within
(22:08):
its people.
Leadership isn't just about setting the vision.
It's about living it.
Leaders who actively champion their organization's culture build
trust and engagement across all levels.
I just believe this to be true.
I see it in the very best examples
that I get to work with, and I
smell it in the very worst.
(22:29):
This requires a deep understanding of both the
organization's values and the unique needs of its
people.
It's about modeling behaviors that inspire and create
psychological safety for employees to do their best
work.
It may be the comfy place of many
an MD or CEO to be sat stuck
(22:53):
in the numbers, but they're the byproduct of
how your company functions, your culture.
You can't change last week's figures, but you
can influence the culture that you need to
be sustainably successful.
Putting more energy there can only help.
People are looking to you to see what's
(23:13):
important.
Are you, as a leader, or your fellow
leaders, walking the talk when it comes to
embodying your organization's values, goals, ambitions, and behaviors?
Or are you giving it tacit approval for
the exact opposite?
You are going to have a culture, whether
you like it or not.
You might as well try and create the
(23:36):
one that you need.
So, as we head into 2025, one thing
to me is clear.
The future of work is human.
Whether it's embracing technology, rethinking leadership, or fostering
well-being, the organizations that will thrive going
(23:58):
forward will be those that put people at
the center of every decision.
I'll be working hard to bring new voices
to the podcast next year, guests who could
help us dive deeper into these themes, share
their experiences, and get a better collective understanding
about how these things can help us.
(24:19):
If you have ideas or want to join
the conversation, please reach out to me on
LinkedIn, just search for Andy Gorham, or reach
out to me via any of the podcast's
social channels, including YouTube.
I really want to hear from you.
Let's make 2025 the year of meaningful action
(24:39):
on this stuff together.
And that's it.
That's it for the final episode of the
year.
As always, thank you so much for listening.
And until next time, stay curious, stay kind,
and try and stay sticky.
Cheers.
So, that concludes today's episode.
(25:01):
I hope you've enjoyed it, found it interesting,
and heard something maybe that will help you
become a stickier, more successful business from the
inside going forward.
If you have, please like, comment, and subscribe.
It really helps.
I'm Andy Goram, and you've been listening to
the Sticky from the Inside podcast.
(25:24):
Until next time, thanks for listening.
Hello, and welcome to Sticky from the Inside,
the employee engagement podcast that looks at how
to build stickier, competition-smashing, consistently successful organizations
from the inside out.
I'm your host, Andy Goram, and I'm on
a mission to help more businesses turn the
lights on behind the eyes of their employees,
light the fires within them, and create tons
(00:31):
more success for everyone.
This podcast is for all those who believe
that's something worth going after and would like
a little help and guidance in achieving that.
Each episode, we dive into the topics that
can help create what I call stickier businesses,
(00:52):
the sort of businesses where people thrive and
love to work, and where more customers stay
with you and recommend you to others because
they love what you do and why you
do it.
So, if you want to take the tricky
out of being sticky, listen on.
Okay, then, welcome to this special end-of
(01:12):
-the-year episode of Sticky from the Inside.
As usual, as we approach the holidays, I've
given my guests the episode off, and so,
for today's episode, it's just you and me
as we take a look ahead to 2025.
In this shorter-than-usual episode, I want
to share what I believe, based on all
(01:32):
the conversations I've had, work I've done, and
articles I've read in the last year, what
the seven focus trends in organizational culture, leadership,
and engagement will be going forward.
As we approach the new year, businesses face
increasing pressures from a challenging political and financial
(01:54):
environment.
Rising costs, such as the recent increase in
the national minimum wage threshold in the UK,
which has come as such a shock to
many organizations, are forcing them to make really
difficult decisions about investing in the long-term
development and support of their people.
Balancing immediate financial concerns with the need to
(02:18):
build sustainable, people-centered cultures is still a
major tension point for many, and it has
perhaps never been more pointed.
But amidst these challenges, I think, lie opportunities.
Opportunities to rethink, to redesign, and recommit to
the core principles that drive meaningful engagement, resilience,
(02:43):
and sustainable success in the workplace.
The question isn't whether organizations can afford to
invest in their people, it's whether they can
afford not to.
And that may sound very easy for me
to say, but the trends I'll highlight today
are at the heart of this pivotal movement.
They reflect the themes shaping conversations across boardrooms,
(03:07):
break rooms, and Zoom rooms everywhere.
Each one, I think, is an opportunity to
take a bold step forward.
Many of them are not new news, but
they are at the heart of what I
believe we truly need to be focused on
going forwards.
I'll share my opinions, insights, maybe pose a
few questions, and highlight a bit of best
(03:29):
practice along the way, in the hope of
showing you what, I don't know, might seem
impossible really isn't, and that others have succeeded.
Now you may disagree or think differently, and
that is great, I'd love to hear from
you.
So let me know what you believe or
have experienced that will help create working environments
(03:49):
that allow people to bring their best more
often, and connects what drives the business to
what drives the people within it.
As I look ahead to next year, as
always, I'll be looking to bring on expert
guests in the coming months to dive even
deeper into these themes.
Now if you have any suggestions for guests,
or maybe you think you'd make a great
(04:11):
guest, please reach out via any of the
show's social channels, because I would sincerely love
to hear from you.
Anyway, grab a coffee and a mince pie
if it's applicable, settle in, and let's take
a look at what I believe the seven
trends going forwards will be.
Trend number one, the emphasis on continuous learning
(04:33):
and development.
As the pace of change accelerates, the need
for continuous learning and development has become a
cornerstone of resilient organisations.
No longer can we afford to think of
learning as a one-off training session or
annual workshop.
It must become a dynamic, ongoing process associated
(04:54):
with constantly making little nudges of improvement that
deeply embed into the fabric of an organisation.
Peter Senge said in his seminal book, The
Fifth Discipline, which highlights the transformative power of
learning, "...through learning, we recreate ourselves.
(05:16):
Through learning, we become able to do something
we were never able to do."
This sentiment resonates even more strongly in today's
context, where the skills required to thrive in
the workplace are continually evolving, but let's not
forget that generational skills gap that's heading our
way over the next five or six years
too, as boomers exit the workplace.
(05:39):
Learning agility and commitment can become a key
differentiator, helping employees adapt to change, grow personally,
and foster a spirit of innovation, yet achieving
this requires deliberate effort and a shift in
mindset.
Leaders must champion learning not as an obligation,
(05:59):
but as an opportunity to grow and stay
competitive.
And let's not forget the role of technology
in driving this change, and more on that
later, but from online learning platforms to AI
-driven personalised training plans, tools abound to help
organisations scale learning opportunities.
But at its heart, a learning culture depends
(06:23):
on people, leaders who model curiosity, and employees
who are empowered to explore and experiment.
Let's not forget Dan Pink's trilogy from his
excellent book Drive.
The secret to human motivation comes through purpose,
autonomy, and mastery.
(06:45):
And learning is what fuels mastery, that feeling
of constantly being on top of your game.
So how can you embed a learning mindset
into your organisation's DNA?
What are you focused on learning?
Are your learning programmes preparing employees and leaders
(07:06):
for future challenges, not just today's stuff?
You know, Microsoft's cultural transformation under Satya Nadella
is perhaps a testament to the power of
continuous learning.
By fostering a learn-it-all culture instead
of a know-it-all one, Microsoft revitalised
(07:28):
its approach to innovation and employee engagement.
The cultural shift has been credited as a
key factor in the company's sustained success.
Does learning feature as a core competency in
your performance reviews?
Do you recognise and reward curiosity, adaptability, and
(07:48):
the willingness to learn from failure?
Really?
And how does your learning focus align with
your organisation's strategic goals?
Trend two, integration of AI and technology in
HR practices.
Artificial intelligence is rapidly transforming the workplace, particularly
(08:11):
in HR.
From talent acquisition to workforce analytics, AI tools
are enabling organisations to make data-driven decisions
and streamline processes.
However, these advancements come with challenges.
As author Shoshana Zuboff warns, in the age
of surveillance capitalism, technology is never neutral.
(08:35):
AI's introduction must be accompanied by careful consideration
of its impact on trust, transparency, and the
human experience.
I think the potential of AI in HR
is immense.
It can improve efficiency, reduce bias in hiring,
and provide deep insights into employer engagement, sentiment,
(08:57):
and performance.
Yet it also raises questions about data privacy,
equity, and the emotional wellbeing of employees.
Anxiety around AI is real, and organisations must
address these concerns head-on to ensure successful
adoption.
But I really do believe we have to
(09:18):
go into this with a really positive mindset,
in that far from take our jobs, it's
going to allow us time to be more
human at work.
Let's take a moment to reflect on what
success looks like here.
Companies like Unilever and IBM have demonstrated that
AI works best when it complements human expertise,
(09:40):
rather than replacing it.
Whether that's through chatbots for quick queries, or
advanced analytics for workforce planning, AI's role should
always be to enhance the human experience, not
detract from it.
Have you embraced AI and technology?
(10:00):
Have you addressed any of the fears your
employees may have towards it?
Transparency about how AI is used and its
benefits can reduce resistance and foster acceptance.
One thing's for sure, guys, it's here.
It's getting cleverer by the day, and we
are going to have to embrace it.
And if we do, we have an opportunity
(10:22):
to revolutionise work.
Trend three, flexible and hybrid working.
This is nothing new.
I'm unable to accurately say the number of
times we've mentioned this on the podcast in
the last year, but the shift to hybrid
work has redefined how organisations think about productivity
and collaboration.
(10:43):
And it's almost a prerequisite for many job
applicants today.
And whilst this model offers flexibility, it also
represents unique challenges.
And for many, it's still a hot mess.
Dr. Gleb Sipersky, author of Leading Hybrid and
Remote Teams, emphasises the future of work is
(11:05):
flexible, but flexibility requires structure to succeed.
Hybrid work must go beyond simply allowing employees
to choose where they work.
It requires thoughtful design to ensure equity, foster
connection, and maintain alignment with organisational goals.
(11:27):
Without these clear guidelines and robust communication channels,
hybrid teams can quickly become fragmented.
We've all seen the examples.
And as someone said to me the other
day, we have never been more connected, Andy,
and yet feel so isolated.
So what's the secret to success?
Organisations that have embraced hybrid work successfully often
(11:51):
credit their success to clear communication, shared purpose,
and robust systems.
Companies like Salesforce and Spotify have shown that
with the right mix of autonomy and accountability,
hybrid work can be a win-win for
employees and employers alike.
(12:11):
For instance, Spotify's Work From Anywhere model has
not only increased employee satisfaction, but also enhanced
diversity, but open up roles to talent from
right around the globe.
How's your hybrid policy working?
Do you actually have a policy?
Is it fostering inclusivity and connection, or is
it fragmenting it?
Have you cultivated a sense of community in
(12:34):
your dispersed workforce?
And if so, how?
Tell us.
One strong idea I've seen is to create
hybrid team charters to set expectations for communication,
collaboration, and availability.
Success lies in the way these things have
been put together by the hybrid teams themselves,
and the regular revisiting of these charters to
(12:57):
ensure they remain effective, inclusive, and relevant.
In 2025, I sincerely hope the conversation around
hybrid working moves on.
Trend four, genuine focus on well-being and
mental health.
Again, not a new trend, but one that
(13:17):
will stay with us and will grow in
importance.
Employee well-being has moved from being a
peripheral concern to a core business priority.
As a recent McKinsey study highlights, organizations with
strong mental health support see a 25%
boost in productivity.
Now, this underscores the link between well-being
(13:38):
and business performance.
And listen, guys, let's not hide from it.
This is all about performance.
However, well-being initiatives have to go beyond
surface-level perks like yoga classes, breathing, and
meditation apps, which still make up the majority
of organizational support in this area.
(14:00):
True well-being requires systemic changes that address
the root causes of stress and burnout, such
as excessive workloads, unrealistic working practices, and toxic
workplace cultures.
And these are difficult things to face into.
But let's think about this.
What does genuine well-being look like in
(14:22):
practice?
It's leaders who model healthy boundaries, systems that
allow for flexibility without overwork, and a culture
where vulnerability is not just accepted, but encouraged.
Many organizations have initiated mental health first aid
programs, supported by mental health practitioners, embedding mental
(14:43):
health into everyday workplace practices.
And that's great.
We just need more of it.
Are your well-being initiatives addressing systemic stresses
like workload and toxic behaviors, or are they
just scratching at the surface?
What's the say-do gap look like in
(15:04):
your business?
How do leaders model healthy work-life integration?
How is that perceived by your workforce?
What behaviors are unintentionally causing the problems?
This isn't about being fluffy.
This is about having a workforce that is
fit for work.
Something as simple as introducing mental health check
(15:27):
-ins as a regular part of team meetings
to try and normalize conversations about well-being
can make a huge difference.
And this can be supercharged if you can
encourage leaders to model vulnerability and prioritize their
own mental health too, because it sends such
a powerful message.
Trend five, diversity, equity, and inclusion.
(15:51):
Diversity, equity, and inclusion is also nothing new,
but these have shifted from being buzzwords to
becoming business imperatives.
Organizations are realizing that to thrive in a
complex, globalized world, they must embrace the full
spectrum of human experiences and perspectives.
As Vernon Myers famously said, diversity is being
(16:16):
invited to the party.
Inclusion is being asked to dance.
Again, like well-being and mental health, a
commitment to D, E, and I means going
beyond token efforts.
It requires systemic change, robust measurement, and unwavering
(16:36):
accountability.
It's not a quick fix.
It's about creating environments where everyone feels valued
and empowered to contribute their best work.
This can be especially challenging during these periods
of economic or political instability.
But these are the very times when D,
E, and I becomes most critical to maintaining
(16:58):
resilience and that spirit of innovation.
Ask yourself this honest question.
Are your D, E, and I initiatives genuine
or for show?
Are you ticking boxes or clear on what
you're doing and why it's important for your
organization to be diverse, equitable, and inclusive?
(17:19):
Do those efforts feature in all levels of
your organization, including leadership?
And in this space, I think it's interesting
to look at Rolls-Royce because I think
it provides a standout example of how organizations
can embed diversity and inclusion into their culture
in a meaningful way.
(17:39):
I understand that one of their most impactful
initiatives is their Being Like Me series, where
employees share personal stories to foster a workplace
where individuals feel safe to be their authentic
selves.
And under the chair leadership of Anita Frew,
Rolls-Royce have achieved gender parity on its
(18:01):
board, showing a commitment to representation at the
very highest levels.
The company also emphasizes psychological safety and equips
leaders with the skills to foster inclusion, proving
that D, E, and I is not just
a checkbox, but a business critical strategy.
(18:21):
Now, how does your organization match up to
that?
Trend six, meaningful work experiences.
Employees are no longer satisfied with simply clocking
in and out.
Hang on.
Actually, that's not true.
There will be a proportion who probably are.
But I suspect they've never known or been
(18:46):
shown anything different.
An increasing number, particularly from younger generations, however,
wants to feel that their work has purpose
and contributes to something bigger than themselves.
As Simon Sinek says, when people are financially
invested, they want to return.
When they are emotionally invested, they want to
(19:09):
contribute.
We have to make work more than the
paycheck.
We spend so much time of our lives
at work.
Wouldn't we want that time for our people
to be meaningful?
Meaningful work fosters engagement, loyalty, and satisfaction.
It's about creating an environment where employees feel
(19:31):
connected to their work on an emotional level.
By aligning individual contributions with the organization's mission,
employees can see the value of their efforts
beyond just financial compensation.
Recognition and appreciation further reinforce this sense of
purpose, motivating employees to give their best, stay
(19:55):
engaged, go that little bit further.
Look, it's not an original example, but I
still think it's one of the best.
But Patagonia's commitment to environmental sustainability infuses purpose
into every role within the organization.
Employees, as a result, feel a deep connection
(20:17):
to the company's mission, which drives engagement and
loyalty.
This is where we'll find that magic link
I keep banging on about between what drives
the business and what drives the people within
it.
And it works!
What purpose and meaning do your employees find
(20:38):
in their roles or their work?
Do you know?
Have you asked them?
Do they know why your organization does what
it does?
Finding and harnessing this stuff is, I believe,
crucial to creating a sustainably enabling and thriving
workplace.
And this will continue going forwards.
(21:01):
And finally, trend seven, leadership connection and championing
culture.
At the heart of every successful organization is
strong leadership.
But in 2025, leadership will continue to be
less about hierarchy and more about human connection.
Employees want leaders who are approachable, empathetic, and
(21:24):
aligned with the values they promote.
As Brené Brown beautifully puts it, leaders must
either invest a reasonable amount of time attending
to fears and feelings or squander an unreasonable
amount of time trying to manage ineffective behaviors.
And what she's highlighting here, I believe, is
(21:47):
the importance of addressing the emotional needs of
employees proactively.
By dedicating time to understanding and supporting their
teams, leaders can create an environment of trust
and psychological safety, which ultimately reduces inefficiencies, strengthens
engagement, and releases all that latent potential within
(22:08):
its people.
Leadership isn't just about setting the vision.
It's about living it.
Leaders who actively champion their organization's culture build
trust and engagement across all levels.
I just believe this to be true.
I see it in the very best examples
that I get to work with, and I
smell it in the very worst.
(22:29):
This requires a deep understanding of both the
organization's values and the unique needs of its
people.
It's about modeling behaviors that inspire and create
psychological safety for employees to do their best
work.
It may be the comfy place of many
an MD or CEO to be sat stuck
(22:53):
in the numbers, but they're the byproduct of
how your company functions, your culture.
You can't change last week's figures, but you
can influence the culture that you need to
be sustainably successful.
Putting more energy there can only help.
People are looking to you to see what's
(23:13):
important.
Are you, as a leader, or your fellow
leaders, walking the talk when it comes to
embodying your organization's values, goals, ambitions, and behaviors?
Or are you giving it tacit approval for
the exact opposite?
You are going to have a culture, whether
you like it or not.
You might as well try and create the
(23:36):
one that you need.
So, as we head into 2025, one thing
to me is clear.
The future of work is human.
Whether it's embracing technology, rethinking leadership, or fostering
well-being, the organizations that will thrive going
(23:58):
forward will be those that put people at
the center of every decision.
I'll be working hard to bring new voices
to the podcast next year, guests who could
help us dive deeper into these themes, share
their experiences, and get a better collective understanding
about how these things can help us.
(24:19):
If you have ideas or want to join
the conversation, please reach out to me on
LinkedIn, just search for Andy Gorham, or reach
out to me via any of the podcast's
social channels, including YouTube.
I really want to hear from you.
Let's make 2025 the year of meaningful action
(24:39):
on this stuff together.
And that's it.
That's it for the final episode of the
year.
As always, thank you so much for listening.
And until next time, stay curious, stay kind,
and try and stay sticky.
Cheers.
So, that concludes today's episode.
(25:01):
I hope you've enjoyed it, found it interesting,
and heard something maybe that will help you
become a stickier, more successful business from the
inside going forward.
If you have, please like, comment, and subscribe.
It really helps.
I'm Andy Goram, and you've been listening to
the Sticky from the Inside podcast.
(25:24):
Until next time, thanks for listening.
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