changed their annual review process so that, rather than focusing on how well an employee has met indi- vidual targets compared to their peers—something which may well not be in their total control in any case —they very simply review how often they have asked, or been asked, for help that year by colleagues (both work in their favour). In other words, it is culture, not recruitment or strategy, that is the key to long-term success. Leaders in particular can demonstrate this virtue, by asking those they manage to teach them about areas of the business they are less familiar with.


Invest in programmes of continual (re)training for all employees. Developing new ideas with colleagues can leave us feeling incredibly vulnerable. If knowledge is power, it can feel as though collaboration requires us to voluntarily diminish our own dominion, one disclosed idea at a time. As a result, we frequently guard our most innovative thoughts zealously.


These risks are not just in our head. In highly competi- tive workplaces, it very well may be that by embarking on an innovative, collaborative venture, we are putting at long-term risk our current job or those of colleagues. We might be quite justified in feeling that we’d rather not saw off the occupational branch that we’re quite comfortably sitting on.


Yet with the advance of automation, job insecurity for many of us is inevitable—for white- and blue-collar jobs alike. Deep fear resulting from this insecurity


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