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Bold New Breed

Gig mindsetters are a NEW Breed: employees with a freelance mindset who challenge traditions. They are a BOLD New Breed because they face management resistance in spite of being key players in building resilience and success. Are you, as a leader, balancing risks versus opportunities from this emerging movement?Are you part of the Bold New Breed and looking for ways to influence hearts and minds? The Bold New Breed podcast will give you a new perspective through real stories, front-line expertise, tips and tools. The podcast is based on over 7 years of research as well as firsthand interviews with gig mindsetters around the world. Bold New Breed website

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Warning: This podcast is a series podcast

This means episodes are recommended to be heard in order from the very start. Here's the 10 best episodes of the series anyway though!

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Why bold? Why new?

More info on the podcast website: Why is the bold new breed important?"Thank you for giving me an identity."The Bold New Breed of employee is driven by the gig mindset. The gig mindset is a way of thinking and behaving like freelancers and independent gig workers. Except, the gig mindsetters are employees inside organizations.They are a NEW Breed because they work differently from traditional workers.They are a BOLD new breed, because they come up against management resistance.When I talked about gig mindsetters in conference keynotes, I had these reactions from people in the audience:"You're the first person to understand me.""Now I know why I have the problems I have at work.""Thank you for giving me an identity."Why these reactions?Gig mindsetters make management nervous, and feel threatened. They trigger strong reactions including getting sidelined or reprimanded. Three underlying issues:Gigmindsetters are here to stay. They make up a bottom-up movement emerging slowly in organizations around the world.They network intensively, cross boundaries and constantly scan the horizon. They detect early signs of change, take initiatives, operate with high autonomy and work to solve problems when they see them.But management behaviors have been stuck in a control and command mindset over several years.


13 Apr 2021

Rank #1

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Internal civil disobedience

More information on the podcast website: The gig mindset and internal civil disobediencePeaceful protest in a large organizationThis episode is about peaceful protests in a context where people want to change the way they work inside a very large organization.I talked with an engineer who works in a global industrial enterprise headquartered in Europe. He and his colleagues wanted to find a way to bring visibility to new ways of working and emphasize the importance of flexibility and not getting fixed on one method or another method they’d put into place, a large social network, and people were talking about their projects.Two mindsets: Where do you stand?I’ll tell you about the two mindsets – traditional and gig – to the background of a beautiful waltz and a dynamic boogie.If you want to do the full survey, contact me and I’ll open a personalized online link for you. You can share the link with other people in your organization and you can then get together as a group and see how your answers compare. That’ll certainly stimulate some interesting conversations.


14 Apr 2021

Rank #2

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Willful blindness

For more information on the podcast website: Willful blindness: what and why?Ignore, resist or embrace?When people come across something new, they ignore it, resist it, or embrace it. How do we get to the 3rd stage?The gig mindset is often resisted by management, but not only. In order to combat it, we need to start with first understanding what's going on.Living in the past and living in fear are two underlying reasons.People are blinded by:Pride in past success.Faith in best practices and benchmarking.Fear of losing power.Fear of speed.A false sense of safety in silos.Filter bubbles.Positive deviance: a totally different perceptionGig mindset behaviors threaten the past and have little fear! Although they are often perceived as deviant, they are in reality positive deviance.


15 Apr 2021

Rank #3

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Velcro Management and readiness

See more information on the podcast website: Velcro Management and readinessThis episode is about how to put on and take off your tennis shoes easily. And a new way of working with people. Seriously!It's about Velcro management, a new idea for most of us including myself until I met Marni Johnson from BlueShore Financial.   She talks about what it is, what it brought to their organization, and how to make it work for you – if you like the idea.Chris Catliff, president and CEO of BlueShore Financial, says that leaders need to “forget the individual’s job description and provide them with opportunities to create and contribute to things they excel at and are motivated by.”


16 Apr 2021

Rank #4

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Proactive resilience: A race with no finish line

For more information on the podcast website: Proactive resilience: A race with no finish lineHorizon scanning and a focus on skillsA resilient person or organization can get through a crisis, but making it through once is not enough. being resilient is a state of readiness. A way of acting a way of thinking. It’s proactive, not reactive.Individuals need to focus on developing  skills more than being satisfied with job titles: skills versus labels, as one person told me. Another talked to me about “personal future security”.Organizations (as well as individuals) need to get good at horizon scanning: being aware of the external world around us.Rapid response to major events and crises is not yet commonResults from my research 2013 and 2018 in my research about organizations in the digital age were similar to what BSI uncovered (see data on website page listed earlier). I asked more than 300 organizations around the world over four consecutive years (from 2013 through 2018) to state their agreement or disagreement with this statement: “Our organization can respond rapidly to major events or transitions such as market changes, competition, economy, downturns, environmental or disaster events”.The answers were not encouraging. Only 25% agreed or strongly agreed in 2013 and then only  another 10 percentage by 2018.Four keys to proactive resilience through a gig mindset work cultureReverse leadership: possibly the key to all the restDecentralization: based on freedom within a frameworkImprovisation: using what’s available in real time to solve a problemLearning fast: enabling people to take charge of their development I have a story about learning in the podcast and will have future episodes about the first 3 points later.Thinking about resilience when there is no crisis is a sign of proactive resilienceD. Christopher Kayes says, “Thinking about resilience, when there isn’t a catastrophe going on is one of the hallmarks of a resilient organization. It’s not only about responding to problems, but also about how to get ahead of them.”If you have ideas or stories to share, please get in touch. It’s by sharing what we’ve learned that we will build proactive resilience together.


1 May 2021

Rank #5

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Diversity and inclusion

See how Decathlon is living diversity and inclusion on the podcast website:Diversity and inclusion. Their philosophy: Start with yourself and include the world around you. You will see how teams around the world are making this happen. This is an outstanding example of global collaboration and local specialization.Decathlon Belgium, where Sophie is based, is organized as a network, not a hierarchy and a group of employees decided to tackle the challenge of diversity and inclusion. They reached out to people across the global company, in particular Hungary and Italy and realized they needed to talk to other countries and find ways for the countries to talk to each other.Sophie and colleagues organized international online meetings to trigger conversations and share successes as well as challenges. This grassroots initiative took off and it was discovered that different countries were working on different issues: Brazil on racial discrimination, India on women’s experience, Hungary on disabilities.There's much more information on the podcast webpage: Diversity and inclusion.


11 May 2021

Rank #6

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How to bring learning alive

The Sanofi Pasteur initiative is  Learn-Apply-Share. See more information on the episode webpage : Learning comes alive “Learn” is what most companies do with all kinds of learning institutes and initiatives and so on. “Apply” is one step further and that “Share” is still  deeper.  That’s what is unique about the program Dany and colleagues have designed.There’s something big going on which is why they call it Shift. “The name Shift refers to the end result. What are we trying to achieve? A shift from an earlier way of working. It’s a more permanent change. You can almost compare it to an earthquake and the plates have shifted and they’re not going to revert back. That’s what we want to see happening. So that’s why it’s called Shift.”Interestingly, Shirt starts with a one-page document. There's much more information on the podcast webpage and in our conversation: Learning comes alive


12 May 2021

Rank #7

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Florence Devouard on a mission for open knowledge

Florence Devouard, Wikipedia pioneer for 19 years and 2nd Chair of the Wikimedia Foundation following Jimmy Wales, talks to us about her life, her work in Africa – especially with young people in schools, and about how having a gig mindset has helped shape her sense of identity as an open knowledge advocate. You can discover more on the episode page: https://boldnewbreed.com/florence-devouard-on-a-mission-for-open-knowledge/Points covered include:Balancing the stories on the internet and Wikipedia through helping Africans represent their real livesPreparing children who are offline today to become our digital global citizens of tomorrowLocal partners often cover the last mile in global initiativesPhotography is a powerful tool for communicating lifeShifting identity and reflecting the values that are important to you


31 May 2021

Rank #8

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Believer in the long life of books

https://boldnewbreed.com/chris-labonte-believer-in-the-long-life-of-books/  Chris explains the unusual origin of his name, Labonté, which means “the goodness”. I asked him how he got that name, which I have never heard in my over 30 years of living in France.  He told me the story which started back in the late 17th century and says it is a lot to live up to.In one of his early jobs, Chris was very much a gig mindsetter, bringing new ideas to his boss, who, to his credit, listened and implemented them.Chris believes in the importance of creating a culture that nurture individuals with a gig mindset. He feels they potentially bring high value to an organization because they will bring innovation and new ideas that go beyond what the “normal employee” brings. He even expresses a mathematical ratio as an example.I asked Chris how the publishing industry has and is evolving. He told me there has long been the feeling that the industry “is about to die” with a “bit of a sky is falling” mindset. He goes on to talk about the fact that books are still selling at a high rate, but underlines the current difficulties for independent booksellers because of Amazon and the superstores or big box stores. Amazon is 50% of the entire market in the United States and he says that’s too much power for any single vendor.There’s also a fear the book market will diminish with the advent of ebooks, but Chris feels the ebook has become a sort of replacement for paperbacks, cheaper than hardbacks.Audio books are also on the rise. However, he strongly believes that there are  a lot of people who want to sit back with a print book in hand.


3 Jul 2021

Rank #9

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Knowledge management is people management

See the show notes and episode information: https://boldnewbreed.com/knowledge-management-means-people-management/Knowledge management is flows, bridges and mindsetRaûl says his role is a horizontal one, and needed in all enterprises whatever the industry. "I'm a plumber of information" he says and is more concerned about the flow than about the content. His concern is that the right information gets to the right people. He build bridges between the islands inside organizations that have grown and evolved over the years. Information sharing is above all a question of mindset. The generation of "knowledge is power" needs to evolve. "Knowledge management is people management" he says.The Knowledge ArgumentRaûl calls himself an "amateur philosopher on his LinkedIn profile. I asked him why and that led into a discussion about his website The Knowledge Argument.Why do you call yourself an amateur philosopher?It's good to put  arguments you have with friends about philosophical concepts in writing because "of course you cannot just talk a deep philosophy through WhatsApp."He also sees putting his thoughts in writing as a legacy he is leaving for his daughter.We talked about 2 of his posts, which I'll let you discover by listening to our discussion and reading his writing. I have shared 2 extracts here and will let you hear this thoughts in the podcast itself. The first is: Knowledge comes before happiness


5 Jul 2021

Rank #10