Jordan thought Apple would be the best job in the world.  One day, he reports “I wiped the iPad data clean, put the files I had been working on neatly on the server, left all their belongings on my desk, and I got in my car and drove home. I left a message for my boss and told him he’s the worst boss I had ever encountered in my entire professional career and that I could no longer work under him no matter how good Apple might look on my resume. The third party company that contracted me is furious because I’ve jeopardized their relationship with Apple, and of course they feel that I’ve acted highly unprofessionally by walking out. I’m not really proud of myself for doing that, and I do feel terrible for destroying the long relationship I had with the recruiter who helped me land the interview. This is all an especially difficult pill to swallow because I was so excited to work for Apple. I’m not sure if this will haunt me or not, but all I know is that I wanted to work at Apple really bad, and now not so much.”  Is Working for Apple the Dream Job

Diversity Consulting firm Symmetra recently released the results of an international study of senior executives that exposes the bias against employees who take up flexible work options. While many large businesses make flexible work policies available to their workforces, the study found that attitudes exhibited by senior management demonstrate a lack of genuine belief in and support for flexible work.

The study revealed that flexible workers were perceived by management to be less serious about their careers, less credible and less likely to be able to build effective relationships and to develop others. In fact, a bias was found against flexible workers in 11 out of 14 attributes measured, with the only attribute that was found as having a positive bias for flexible workers was that they were perceived as having better work-life balance.

Findings like these go a long way in explaining the immense inconsistencies found in organisations between the desire for flexible work arrangements by employees and the actual uptake of those arrangements. Unfortunately, even when employers have a policy in place that supports flexible work, there is often a significant career disadvantage (both perceived and experienced) for those who choose to work flexibly. Consequently, many employees (both male and female) who would like to work flexibly do not request to do so, because they believe they will be taken less seriously in the workplace and their career will suffer.

The ever increasing reach and capability of technology provides a range of options for flexible workers, and while some core time in the office is usually a necessity, there are many tasks that do not require people to be in the office to deliver great results. When I think about how regularly many executives travel both domestically and internationally on business, it strikes me as interesting that rarely, if ever, does anyone question whether this time spent out of the office means these executives are not performing their jobs to a high standard. It is an interesting observation that regular absences from the office during business hours are often considered completely acceptable, but it is the reasons for which people are out of the office that some people find difficult to accept, with those working flexibly to balance work and other commitments (including family) being associated with negative traits and therefore held back.

Unfortunately because it is women who engage in flexible work most often, the biases revealed in the Symmetra study apply to a larger number of women than men and ultimately result in a gender bias. That said, I have a high degree of sympathy for men who would like to work flexibly but feel they would be disadvantaged as a result. I recently heard of a man who had taken parental leave to be the primary carer for his new baby, and during that time his leader resigned leaving a vacancy for which he applied. The hiring executive made the comment that “he obviously is not serious about his career” with reference to him taking parental leave. This is unfortunately an all too common but out-dated attitude that has no place in a modern workplace.

To truly move from a flexibility policy mindset towards an embedded culture of flexible work organisations need their most senior leaders to lead by example, adopting flexible work practices themselves and ensuring those working flexibly have a viable career path and access to the same opportunities as those who do not work flexibly. It is time for a courageous generation of male and female leaders who understand the vast talent that is available through the pool of flexible workers and who will challenge historical sacred cows about job design and outdated work practices to advocate and lead progressive change in this area.  Attitudes Toward Work Flexibiliy

Attitudes Toward Work Flexibility

In the technology space, what matters today could be obsolete tomorrow. Part of success is being ok with it being a moving target. At the end of the day today, what you’ve accomplished will be different than what you accomplish tomorrow. Success is being ok with uncertainty.  Comfortable with Change

A program in Haiti, supported by the Gates Foundation among others, is showing the way.  In the US, it is still politically incorrect to say that this kind of education is what we need.  Yet clearly there are jobs in this country.  It’s the match between trained employee and job that is missing. Secretary of Education Duncan traveled to Haiti last November.  Clearly he is aware of this answer.  Dial Up Degrees Make Sense

Why turn money down?  And can public and private mix.  While some Silicon Valley entrepreneurs talk about moving their businesses to a boat off the California coast to avoid taxes, others are dipping into the national coffer to help get off the ground.  What are the tradeoffs?  Myths of the Start up

When Kurt Walchle told people that he wanted to see the athletes on the U.S. Olympic team wearing his company’s bracelets, a lot of people thought the Jacksonville (Fla.) entrepreneur was crazy.

Walchle is proving skeptics wrong again: Last year he struck a deal with the U.S. Olympic Committee to provide its 800 American athletes with Team USA-emblazoned, red-white-and-blue bracelets and luggage tags.

Companies achieve competitive advantage through acts of innovation. They approach innovation in its broadest sense, including both new technologies and new ways of doing things. They perceive a new basis for competing or find better means for competing in old ways. Innovation can be manifested in a new product design, a new production process, a new marketing approach, or a new way of conducting training. Much innovation is mundane and incremental, depending more on a cumulation of small insights and advances than on a single, major technological breakthrough. It often involves ideas that are not even “new”—ideas that have been around, but never vigorously pursued. It always involves investments in skill and knowledge, as well as in physical assets and brand reputations.

Elon Munk of Tesla takes an old product like a car and brings in into the future.  Elon Musk Takes Old Products into the Future