The Future of Work: Leaning In

𝐓𝐡𝐞𝐫𝐞'𝐬 𝐚 𝐥𝐨𝐭 𝐨𝐟 𝐭𝐚𝐥𝐤 𝐭𝐡𝐞𝐬𝐞 𝐝𝐚𝐲𝐬 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐖𝐨𝐫𝐤.

𝐏𝐨𝐥𝐢𝐭𝐢𝐜𝐚𝐥 𝐚𝐧𝐝 𝐬𝐨𝐜𝐢𝐚𝐥 𝐮𝐩𝐡𝐞𝐚𝐯𝐚𝐥. 𝐄𝐜𝐨𝐧𝐨𝐦𝐢𝐜 𝐭𝐮𝐫𝐦𝐨𝐢𝐥. 𝐌𝐢𝐠𝐫𝐚𝐭𝐢𝐨𝐧. 𝐀𝐫𝐭𝐢𝐟𝐢𝐜𝐢𝐚𝐥 𝐢𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐜𝐞. 𝐀 𝐜𝐡𝐚𝐧𝐠𝐢𝐧𝐠 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. 𝐆𝐥𝐨𝐛𝐚𝐥𝐢𝐳𝐚𝐭𝐢𝐨𝐧. 𝐀𝐧𝐝, 𝐨𝐟 𝐜𝐨𝐮𝐫𝐬𝐞, 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐧 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐢𝐧𝐠 𝐭𝐢𝐦𝐞𝐬.

To find out what both the present and future of work look like from a Research and Development leader's perspective, I had the pleasure of speaking with John Rogers, Chief Innovation Officer at CoreLogic.

𝐏𝐥𝐞𝐚𝐬𝐞 𝐭𝐞𝐥𝐥 𝐮𝐬 𝐚𝐛𝐨𝐮𝐭 𝐲𝐨𝐮𝐫𝐬𝐞𝐥𝐟 𝐚𝐧𝐝 𝐂𝐨𝐫𝐞𝐋𝐨𝐠𝐢𝐜.

𝑾𝒆 𝒖𝒏𝒅𝒆𝒓𝒑𝒊𝒏 𝒕𝒉𝒆 𝑼𝑺 𝒓𝒆𝒂𝒍 𝒆𝒔𝒕𝒂𝒕𝒆 𝒆𝒄𝒐𝒏𝒐𝒎𝒚.

I'm the Chief Innovation Officer for CoreLogic, so I get to look after all the research and development for the company. We underpin the US real estate economy, so we're doing lots of fascinating research into climate risk analytics and thinking about how to move the needle for affordable housing within the United States, as well as other initiatives such as Generative AI and how voice interaction will work in the future.

𝐖𝐡𝐚𝐭 𝐝𝐢𝐝 𝐲𝐨𝐮𝐫 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐝𝐨 𝐰𝐞𝐥𝐥 𝐨𝐯𝐞𝐫 𝐭𝐡𝐞 𝐩𝐚𝐬𝐭 𝐟𝐞𝐰 𝐲𝐞𝐚𝐫𝐬, 𝐞𝐬𝐩𝐞𝐜𝐢𝐚𝐥𝐥𝐲 𝐠𝐢𝐯𝐞𝐧 𝐭𝐡𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐨𝐟 𝐂𝐎𝐕𝐈𝐃 𝐚𝐧𝐝 𝐚𝐥𝐥 𝐨𝐟 𝐭𝐡𝐞 𝐟𝐚𝐥𝐥𝐨𝐮𝐭 𝐭𝐡𝐚𝐭'𝐬 𝐜𝐨𝐦𝐞 𝐟𝐫𝐨𝐦 𝐭𝐡𝐚𝐭, 𝐭𝐨 𝐤𝐞𝐞𝐩 𝐲𝐨𝐮𝐫 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 𝐡𝐚𝐩𝐩𝐲 𝐚𝐧𝐝 𝐭𝐨 𝐬𝐭𝐚𝐲 𝐢𝐧 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐰𝐡𝐞𝐧 𝐬𝐨 𝐦𝐚𝐧𝐲 𝐨𝐭𝐡𝐞𝐫𝐬 𝐟𝐚𝐢𝐥𝐞𝐝?

𝑾𝒆'𝒓𝒆 𝒇𝒊𝒓𝒎 𝒃𝒆𝒍𝒊𝒆𝒗𝒆𝒓𝒔 -- 𝒂𝒏𝒅 𝒊𝒕 𝒕𝒐𝒐𝒌 𝒖𝒔 𝒂 𝒘𝒉𝒊𝒍𝒆 𝒕𝒐 𝒍𝒆𝒂𝒓𝒏 -- 𝒊𝒏 𝒋𝒖𝒔𝒕 𝒕𝒓𝒖𝒔𝒕𝒊𝒏𝒈 𝒑𝒆𝒐𝒑𝒍𝒆. 

Obviously, COVID changed the landscape dramatically. We're basically five and a half thousand strong, with another three to four thousand in terms of third parties and vendors, and we went through different iterations and cycles. At first we tried to get more or less everyone in. And that, I would say, didn't work as successfully as we wanted.

We pivoted, we learned our lessons, and we're much more now in a hybrid mode with our staff and teams, which are based all over North America, Western Europe, Australia, and New Zealand, so we definitely learned a lot of lessons.

Job type and role will dictate the number of times that we want people to get together, and we sometimes talk about moments that matter. We're firm believers -- and it took us a while to learn -- in just trusting people.

We also hired a Chief Communications Officer, and that's made a difference. We do huge amounts in terms of working for companies like Habitat for Humanity and Operation Hope, providing financial acumen to these different groups. That repeated drumbeat of communications from our Chief Communications Officer and her team is invaluable, because it just reinforces and paints the picture of what's out there when you see different teams doing things. That was one thing we put in place about a year ago, and it's definitely paying dividends.

𝐘𝐨𝐮 𝐬𝐚𝐲 𝐲𝐨𝐮'𝐫𝐞 𝐚 𝐟𝐢𝐫𝐦 𝐛𝐞𝐥𝐢𝐞𝐯𝐞𝐫 𝐢𝐧 𝐦𝐨𝐦𝐞𝐧𝐭𝐬 𝐭𝐡𝐚𝐭 𝐦𝐚𝐭𝐭𝐞𝐫. 𝐃𝐨 𝐲𝐨𝐮 𝐡𝐚𝐯𝐞 𝐚𝐧𝐲 𝐜𝐮𝐫𝐫𝐞𝐧𝐭 𝐢𝐧𝐢𝐭𝐢𝐚𝐭𝐢𝐯𝐞𝐬 𝐨𝐫 𝐬𝐨𝐦𝐞𝐭𝐡𝐢𝐧𝐠 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤𝐬 𝐭𝐨 𝐜𝐫𝐞𝐚𝐭𝐞 𝐭𝐡𝐨𝐬𝐞 𝐦𝐨𝐦𝐞𝐧𝐭𝐬 𝐭𝐡𝐚𝐭 𝐦𝐚𝐭𝐭𝐞𝐫 𝐭𝐨 𝐡𝐞𝐥𝐩 𝐲𝐨𝐮𝐫 𝐩𝐞𝐨𝐩𝐥𝐞 𝐰𝐨𝐫𝐤 𝐛𝐞𝐭𝐭𝐞𝐫 𝐭𝐨𝐠𝐞𝐭𝐡𝐞𝐫?

𝑻𝒉𝒆𝒓𝒆'𝒔 𝒂 𝒉𝒊𝒈𝒉𝒆𝒓 𝒄𝒉𝒂𝒏𝒄𝒆 𝒐𝒇 𝒔𝒖𝒄𝒄𝒆𝒔𝒔 𝒘𝒉𝒆𝒏 𝒕𝒆𝒂𝒎𝒔 𝒂𝒄𝒕𝒖𝒂𝒍𝒍𝒚 𝒔𝒑𝒆𝒏𝒅 𝒕𝒊𝒎𝒆 𝒕𝒐𝒈𝒆𝒕𝒉𝒆𝒓.

People generally work better together once they've met for a period of time physically, regardless of industry or sector. Without that, it takes longer for teams to gel and be productive and collaborative so they can invent new solutions.

We want to give trust and flexibility to our workforce, and we want to give every opportunity for them to get together. We're a distributed workforce, but we do spend a lot of time changing facilities, and rather than just saying that a person should come in Tuesday and Wednesday regardless, we really talk about the workshops, the events, the one-to-ones, and the staff meetings. We also make sure they understand that we do trust everyone and we trust that people will do the right thing. I worry that it's very easy to stay at home, and that's totally understandable.

I also worry that without human interaction, there's a possibility of becoming more siloed. There's a possibility that you're not quite understanding the context of what we do as a company in our market, which is real estate -- mortgage insurance, primarily -- and in government.

I've been fortunate in that I've worked in the four corners of the world from Pakistan, India, Australia, Hong Kong, Singapore, all the way through Europe, all the way through the Americas, and I've learned that there's a higher chance of success when the teams actually spend time together.

𝐁𝐞𝐜𝐚𝐮𝐬𝐞 𝐲𝐨𝐮𝐫 𝐭𝐞𝐚𝐦𝐬 𝐚𝐫𝐞 𝐬𝐨 𝐬𝐩𝐫𝐞𝐚𝐝 𝐚𝐫𝐨𝐮𝐧𝐝 𝐭𝐡𝐞 𝐰𝐨𝐫𝐥𝐝, 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐜𝐨𝐦𝐞 𝐚𝐜𝐫𝐨𝐬𝐬 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 𝐛𝐚𝐬𝐞𝐝 𝐨𝐧 𝐭𝐡𝐞𝐢𝐫 𝐜𝐮𝐥𝐭𝐮𝐫𝐞𝐬, 𝐚𝐧𝐝 𝐢𝐟 𝐬𝐨, 𝐡𝐨𝐰 𝐝𝐨 𝐲𝐨𝐮 𝐡𝐚𝐧𝐝𝐥𝐞 𝐭𝐡𝐚𝐭?

𝑬𝒗𝒆𝒓𝒚𝒃𝒐𝒅𝒚 𝒓𝒆𝒂𝒍𝒍𝒚 𝒋𝒖𝒔𝒕 𝒘𝒂𝒏𝒕𝒔 𝒕𝒐 𝒅𝒐 𝒂 𝒈𝒐𝒐𝒅 𝒋𝒐𝒃 𝒂𝒏𝒅 𝒈𝒐 𝒉𝒐𝒎𝒆 𝒂𝒕 𝒕𝒉𝒆 𝒆𝒏𝒅 𝒐𝒇 𝒕𝒉𝒆 𝒅𝒂𝒚.

There are cultural differences, and I always prep on local etiquette before I go to a new city or country. I'd also say that most people just want to do a good job, go home at night to see their partners, their family, their friends, and have a good time.

That's consistent regardless of geographic boundaries, religions, or experiences, and I've seen that everywhere all around the world -- everybody really just wants to do a good job and go home at the end of the day.

𝐅𝐫𝐨𝐦 𝐚 𝐂𝐨𝐫𝐞𝐋𝐨𝐠𝐢𝐜 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞, 𝐨𝐫 𝐟𝐫𝐨𝐦 𝐲𝐨𝐮𝐫 𝐭𝐞𝐚𝐦'𝐬 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞, 𝐰𝐡𝐚𝐭 𝐚𝐫𝐞 𝐲𝐨𝐮 𝐝𝐨𝐢𝐧𝐠 𝐭𝐨 𝐚𝐝𝐝𝐫𝐞𝐬𝐬 𝐚𝐧𝐲 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞-𝐫𝐞𝐥𝐚𝐭𝐞𝐝 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐭𝐡𝐚𝐭 𝐲𝐨𝐮 𝐦𝐢𝐠𝐡𝐭 𝐛𝐞 𝐟𝐚𝐜𝐢𝐧𝐠 𝐢𝐧 𝐭𝐡𝐞 𝐞𝐯𝐞𝐧𝐭 𝐭𝐡𝐞𝐫𝐞 𝐢𝐬 𝐚𝐧 𝐞𝐜𝐨𝐧𝐨𝐦𝐢𝐜 𝐝𝐨𝐰𝐧𝐭𝐮𝐫𝐧?

𝑾𝒆'𝒓𝒆 𝒇𝒐𝒓𝒕𝒖𝒏𝒂𝒕𝒆 𝒊𝒏 𝒕𝒉𝒂𝒕 𝒘𝒆 𝒉𝒂𝒗𝒆 𝒂 𝒃𝒓𝒐𝒂𝒅 𝒏𝒆𝒕𝒘𝒐𝒓𝒌 𝒐𝒇 𝒄𝒍𝒊𝒆𝒏𝒕𝒔.

We're definitely facing headwinds right now in the market, no doubt about that. We're fortunate in that we have a broad network of clients, from real estate companies to mortgage companies to insurance companies, and we're supporting them through these challenging times. We're also fortunate that with that scale, a lot of clients also turn to us in times of need.

I'd say we're fortunate that we're a trusted company to lots of financial entities, because it's definitely a tough market going through a tough time, and it's our job to help them.

𝐖𝐡𝐚𝐭 𝐝𝐨 𝐲𝐨𝐮 𝐭𝐡𝐢𝐧𝐤 𝐚𝐫𝐞 𝐭𝐡𝐞 𝐨𝐧𝐞 𝐨𝐫 𝐭𝐰𝐨 𝐦𝐨𝐬𝐭 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐭 𝐟𝐚𝐜𝐭𝐨𝐫𝐬 𝐟𝐨𝐫 𝐚𝐧 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞'𝐬 𝐬𝐮𝐜𝐜𝐞𝐬𝐬 𝐨𝐧 𝐲𝐨𝐮𝐫 𝐭𝐞𝐚𝐦?

𝑻𝒉𝒆 𝒎𝒐𝒔𝒕 𝒊𝒎𝒑𝒐𝒓𝒕𝒂𝒏𝒕 𝒇𝒂𝒄𝒕𝒐𝒓 𝒊𝒔 𝒑𝒆𝒓𝒔𝒆𝒗𝒆𝒓𝒂𝒏𝒄𝒆.

Because I run Research and Development, probably the most important factor is perseverance. You look throughout history, and most ideas get killed at least three times, so it's just recognizing what occurred and how you pivot with that feedback and make it successful.

Secondly, although we have huge numbers of ways to contact each other -- email, Zoom, instant messaging platforms -- I do remind my team to just pick up the phone sometimes. I know that sounds very basic, but as a society, we're getting immune to the deluge of information that we receive, and interestingly enough, sometimes when you go back to an old type of communication tool like just speaking to someone, that's actually pretty useful.

We're overburdened with too many ways to communicate, so I do encourage everyone to phone people more often.

𝐃𝐨𝐞𝐬 𝐲𝐨𝐮𝐫 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐨𝐟𝐟𝐞𝐫 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 𝐭𝐡𝐞 𝐨𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐲 𝐭𝐨 𝐮𝐩𝐬𝐤𝐢𝐥𝐥 𝐚𝐧𝐝/𝐨𝐫 𝐫𝐞𝐬𝐤𝐢𝐥𝐥 𝐭𝐨 𝐦𝐞𝐞𝐭 𝐜𝐡𝐚𝐧𝐠𝐢𝐧𝐠 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐦𝐞𝐧𝐭𝐬, 𝐚𝐧𝐝 𝐢𝐟 𝐬𝐨, 𝐰𝐡𝐚𝐭 𝐨𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬 𝐝𝐨 𝐲𝐨𝐮 𝐨𝐟𝐟𝐞𝐫?

𝑨 𝒕𝒉𝒐𝒖𝒔𝒂𝒏𝒅 𝒑𝒆𝒓𝒄𝒆𝒏𝒕! 𝑾𝒆'𝒓𝒆 𝒂𝒍𝒘𝒂𝒚𝒔 𝒍𝒐𝒐𝒌𝒊𝒏𝒈 𝒇𝒐𝒓 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒕 𝒂𝒓𝒆𝒂𝒔 𝒇𝒐𝒓 𝒑𝒆𝒐𝒑𝒍𝒆 𝒕𝒐 𝒘𝒐𝒓𝒌 𝒊𝒏.

We're very fortunate because we have everything from sales marketing to operations to call centers to technology to data scientists, and we do a lot of rotating people. We also have lots of leadership programs, online courses, and external courses, so we've put a lot of effort into that.

In a company that's five and a half thousand strong with tens of thousands of clients, you could argue we punch well above our weight with the opportunities in CoreLogic, because we underpin that US real estate economy, which is worth over $40 trillion. It's just vast, absolutely vast, and we're small enough to be nimble and big enough to be needed in the markets we serve.

𝐖𝐡𝐞𝐧 𝐲𝐨𝐮 𝐬𝐚𝐲 𝐲𝐨𝐮 𝐫𝐨𝐭𝐚𝐭𝐞 𝐩𝐞𝐨𝐩𝐥𝐞, 𝐝𝐨𝐞𝐬 𝐭𝐡𝐚𝐭 𝐦𝐞𝐚𝐧 𝐲𝐨𝐮'𝐫𝐞 𝐟𝐨𝐜𝐮𝐬𝐞𝐝 𝐨𝐧 𝐜𝐫𝐨𝐬𝐬-𝐭𝐫𝐚𝐢𝐧𝐢𝐧𝐠 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 𝐢𝐧 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭𝐬?

𝑭𝒐𝒓 𝒐𝒏𝒆 𝒆𝒙𝒂𝒎𝒑𝒍𝒆, 𝒘𝒆 𝒉𝒊𝒓𝒆 𝒇𝒐𝒓𝒎𝒆𝒓 𝒎𝒊𝒍𝒊𝒕𝒂𝒓𝒚, 𝒂𝒏𝒅 𝒇𝒐𝒓 𝒕𝒉𝒆 𝒇𝒊𝒓𝒔𝒕 18 𝒎𝒐𝒏𝒕𝒉𝒔 𝒕𝒉𝒆𝒚 𝒈𝒐 𝒐𝒏 𝒕𝒉𝒓𝒆𝒆 6-𝒎𝒐𝒏𝒕𝒉 𝒓𝒐𝒕𝒂𝒕𝒊𝒐𝒏𝒔.

Just to give you a really good example, we hire former military, and for the first 18 months they go on three 6-month rotations. We call it the LeaP program. They'll go from technology to product to operations, and they get an amazing view of the company and really good training. When they come out at the end, it's a feeding frenzy to try to hire them into the relevant groups. That's one example of rotation.

More personally, with the teams that I run, from science analytics technology and data, the more chances we have to get these teams in front of clients, the more chances we have of understanding context. I'm fortunate enough to run an R&D facility in Dallas called the Discovery Center, and we bring in big clients through that. They can tap into the innovative research and development that we're carrying out and vice versa, and it's a good opportunity for teams to meet clients.

It's not just sales and product but a wider audience. We collaborate with data scientists on the client side day in and day out, and that's a great learning opportunity for both entities. I've worked in call centers, I've worked in operations, and I love being out with a sales group. Empathy is massive.

We also do paired programming, so we have two engineers, one keyboard, and two screens, but basically they're working the same code. What you see over time is a workforce of hundreds becoming upskilled very, very fast because we rotate every day, every week, so engineers learn off each other.

So say you and I were paired programming. I'd be talking aloud about what I'm doing to solve whatever function we're building and software we're engineering, and my pair is critiquing and providing feedback constantly, so there's some interesting dynamics there.

One is the productivity goes through the roof because if you and I are pairing, I'm not on my iPhone surfing or being distracted. It's very concentrated, and you learn a lot quicker because you understand patterns, techniques, and technologies, and then you rotate around. The hardest thing is to keep hold of them [the programmers] because they're very good in an up market!

I led that group for five or six years, and that rotation, even within the group, means you don't have a staggered line where you've got a very top engineer, so all the way down, the workforce comes up pretty fast in terms of skill sets.

𝐖𝐡𝐚𝐭 𝐞𝐥𝐬𝐞 𝐰𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐥𝐢𝐤𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐭𝐨 𝐤𝐧𝐨𝐰 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐖𝐨𝐫𝐤, 𝐟𝐫𝐨𝐦 𝐲𝐨𝐮𝐫 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞?

𝑰'𝒍𝒍 𝒋𝒖𝒔𝒕 𝒎𝒂𝒌𝒆 𝒂 𝒑𝒍𝒆𝒂 𝒇𝒐𝒓 𝒆𝒗𝒆𝒓𝒚𝒐𝒏𝒆 𝒕𝒐 𝒍𝒆𝒂𝒏 𝒊𝒏.

I would say, please make the effort. Go and meet people. I know we want to provide people the flexibility in their lives -- it's very important -- but if we don't put effort in to meet people, I worry long-term, I really do.

I think there's a time and a place to meet new people, meet people from different parts of the organization, and meet different people from different sectors. If you can do it face-to-face, physically, there are just so many positives in that: trust, understanding different behaviors of people, understanding different motivations.

There's a lot to gain from that. I worry that maybe I'm the one with old-school thinking, but it's interesting that when we hire a lot of graduates, they're always keen to come into work.

So I think I'll just make a plea for everyone to lean in. I don't think people understand the impact of themselves when they're not there. For example, some people might not speak up in a meeting, and they say, "Oh, I didn't want to upset someone."

And I'd say, when you don't speak, that also has an impact on the audience. There could be someone in the audience wondering, "What are you thinking? Do you care? Are you up for this? Are you bought in?" I think people sometimes don't realize their own personal impact on the people around them.

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John Rogers is the Chief Innovation Officer at CoreLogic, which leads Research & Development on the biggest asset class in the world: the US real estate economy. He has worked in all four corners of the world leading large transformation projects in finance, retail, pharmaceuticals, logistics, and airlines. In his current position, he helped to develop CoreLogic's R&D Discovery Center facility and its Discovery platform, which allows clients that rely on data, insights, models, and answers to drive growth or mitigate risk on their book of business.

Gina Longo is a Leadership Development Trainer and the owner of Gina Longo Consulting. A former airline Captain and flight instructor, she now takes her experience as a leader in the aviation industry into the corporate world, where she specializes in helping businesses solve talent development and employee retention problems.

➤ If you're looking to troubleshoot your talent development and/or employee retention problems, please visit www.ginacall.com to schedule a complimentary Cause-Analysis Consultation.

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This is the sixth (and last) in a series of articles on the Future of Work.