The Myers-Briggs Company’s global trends report looks at artificial intelligence, gender and “always-on” culture in the workplace

Companies must break entrenched habits to succeed in selecting, retaining and developing managers and employees

London - 7th March 2019: The Myers-Briggs Company (eu-themyersbriggs.com), a Certified B Corporation helping organisations in all industries solve their most perplexing people challenges, has released its global trends report. The report details how businesses can select the best employees, provide effective leadership and help their people to work together efficiently and harmoniously, despite a rapidly changing and increasingly complex business landscape.   

“We considered the most pressing issues companies face today as they seek to build and energise an innovative workforce, ranging from diversity and our increasingly ‘always-on’ culture to the impact of AI on job evolution,” said John Hackston, Head of Thought Leadership at The Myers-Briggs Company. 

“To select, engage and retain the best talent, companies are going to have to break some fairly entrenched paradigms.” 

With fewer women at the top, values-based decisions take a double hit
Women are more likely than men to take a values-driven, people-focused approach to decision-making. However, while the proportion of men with this approach varies minimally between occupational levels, for women, the higher the occupational level, the less likely they are to be focused on people and values. This suggests that it may be more difficult for some women to be promoted, and that for organisations that do have women at higher levels, a values-driven approach to decision-making may be underrepresented. This perspective is usually lacking in leadership.  

“Always on” culture comes at a price
While most people agree with the statement “people shouldn’t have to check their emails outside of normal working hours”, they also say their organisations or clients expect nothing less. Always-on cultures create significant stress in the workplace and are linked to negative outcomes including decreased performance, lower satisfaction with family life, poorer health, reduced life satisfaction and decreased sleep quality. 

With typical productivity growth in advanced economies on average negative since 2007, companies need to support employee efforts to ‘disconnect’. Setting reasonable guidelines and expectations with executives leading by personal example is one way to begin the cultural shift. 

Artificial intelligence won’t replace humans, but it’ll change everything about work
While current indications are that AI will actually replace very few jobs in the near future, AI will change just about every job. While estimates suggest that only 5 percent of jobs could be entirely automated, almost all jobs (from CEO down) will see some tasks automated.

Companies will need to help people cope with change, and develop new skills and trust in the technology that’s introduced. Those adopting AI but neglecting the human element will have set themselves up for failure. 

Additionally, both employers and employees should plan for alternate career paths in areas where tasks that are a traditional part of the professional development course (such as codifying legal documents in a law firm) as these tasks will likely be taken over by AI. 
 
Narcissistic leaders are no longer fit for purpose
Leadership is no longer about the style and characteristics of the individual leader, it’s about how leaders create a culture and systems that inspire the people around them. Individuals who are more narcissistic are more likely to become leaders but perform less effectively in this role than others. The outdated ‘great man’ view of leadership won’t deliver the leadership culture demanded in most organisations today. To develop effective leaders, companies need to recognise that:

  • the adoption of AI is propelling younger people into leadership roles without them having developed key interpersonal skills. Organisations need to fill this gap. 
  • the rapid pace of change may leave existing leaders stuck in old approaches – just because something was considered a ‘rite of passage’ or got them to their position in the first place doesn’t mean it’s effective moving forward.

Download the full report at https://eu.themyersbriggs.com/en/about/trends-report.  


About The Myers-Briggs Company

In our fast-changing world, your edge lies in harnessing 100 percent of your talent – at work, at home, in education, and everywhere in between. Your success and fulfilment aren’t just about what you know, they hinge on your relationships and interactions with others. The Myers-Briggs Company helps organisations around the world improve teams, develop inspirational leaders, and solve the most perplexing people challenges. We empower individuals to be the best versions of themselves by enriching their understanding of themselves and others. As a Certified B Corporation, The Myers-Briggs Company is a force for good. Our powerfully practical solutions are grounded in a deep understanding of how significant social and technological trends affect people and organisations. And with an 80-year background of assessment and psychological expertise, a global network of offices, partners and certified independent consultants in 115 countries, products in 29 languages, and experience working with 88 of the Fortune 100 companies, we’re ready to help you succeed.


Media Contacts:


Hiwot Wolde-Senbet,
Flagship Consulting
Claire Nelson,
Flagship Consulting
Natasha Cobby,
Flagship Consulting
myers-briggs@flagshipconsulting.co.uk
+44 207 680 7104

Petra Merne
The Myers-Briggs Company
PMerne@themyersbriggs.com
+44 1865 404584