How can we live and work better in the digital age?
Americus Reed, professor of marketing, Wharton School of Business
阿梅里卡斯•里德(Americus Reed)，沃顿商学院(Wharton School of Business)营销学教授
Social media can rob you of your humanity, if you let it. I usually take to social media once a day and I use other online tools to disseminate messages across multiple platforms. I use it purposefully — not just for random musings that cross my mind whimsically, but ideas that are connected to my professional interests and goals, and my own unique, personal identity.
Treat it like a favourite naughty treat — I recognise that I really like it, but too much will be ultimately be bad for me.
Grant Reid, chief executive, Mars
Technology has enabled global connections, global thinking and global business like never before. This can make it increasingly difficult for employees to switch off from work. To be always on is not sustainable for the individual and, ultimately, the business. Performance will suffer.
There needs to be balance and the opportunity to recharge. Even Michelangelo needed to know when to put the chisel down. The best thing any leader can do is to lead by example, and create a climate that allows others to do the same. I turn off from work to spend quality time with my family. I am also passionate about martial arts, and put time aside for it because it gives me physical energy and mental resilience.
Rana Foroohar, the FT’s global business columnist
Read books. Novels in particular. They force you to slow down, and in the case of fiction, to see things from a more emotional perspective. We spend most of our day in the analytical, left brain space, often moving at high speed. But I find many of my best and most creative ideas come when I move into a quieter space.
A lot of the smartest business people I know, particularly financiers who are looking to understand not the minute-to-minute trends but the really big picture stuff, have told me the same thing. I tend to keep both fiction and non-fiction going at the same time.
Right now, I am reading A Fine Balance, by Rohinton Mistry, which is a terrific novel about India in the 1970s, and Slouching Towards Bethlehem, a collection of Joan Didion’s essays on California in the 1960s, which is in some ways a strange alter-image of our extreme politics today.
最近我在看罗欣顿•米斯特里(Rohinton Mistry)的《微妙的平衡》(A Fine Balance)，这是关于1970年代印度的一本很棒的小说。我同时在读《向伯利恒跋涉》(Slouching Towards Bethlehem)，这是1960年代琼•狄迪恩(joan didion)所写的关于加利福尼亚的散文集——在某些方面，那个年代有着我们当今极端政治的怪异影子。
Lynda Gratton, professor of management practice in organisational behaviour, London Business School
琳达•格拉顿(Lynda Gratton)，伦敦商学院(London Business School)组织行为学领域的管理实践教授
We are not only going to be working into our seventies, but we will be working in an environment that will change drastically. The skills we have now will not necessarily be those we need in future.
To cope, my advice is to take time to learn new things. This be done in small slivers of time each day. It could be anything from reading the FT, to planning sabbaticals to learn a completely new skill.
But this takes planning, so you need to be organised. Everyone needs to think about how tech is going to change our work: it is likely going to take away the easy tasks and help us do more complex things better, but it will take preparation.
Lynda Gratton is the co-author of ‘The 100 Year Life’
琳达•格拉顿是《百岁人生》(The 100-Year Life)的作者之一
Michael Skapinker, the FT’s business and society columnist
I was an early entrant to the online world. About 20 years ago, during a dreary supermarket shop, I saw a table with an invitation to do my shopping from home. I signed up, received a CD-Rom and became one of the first cohorts of online consumers.
Every development since then has improved my life: the transition from computer dial-up to broadband; music on demand; family message groups and, especially for the directionally confused, satellite navigation.
But I have largely stayed away from social media, engaging only with Twitter, which, while time-consuming, has provided leads to interesting articles. But Twitter is a trap: because you see what your friends are up to, you imagine you have seen them.
It was sometimes a shock to discover how long ago I did see them. That prompted a vow: to make sure to have lunch with friends, to have people around, to meet up with them. So in this tech driven world, make sure you socialise, face-to-face.
Pip Jamieson, founder and chief executive, The Dots
皮普•贾米森(Pip Jamieson)，The Dots创始人、首席执行官
Make tech work for you, not the other way around. Ask yourself: what do you value and what tech tools can you utilise, to improve how you live and work? If you value learning and health then kill two birds with one stone and listen to books via Audible while at the gym.
If you want a more flexible career then online professional networks, video conferencing tools and cloud software make it easy to work remotely or on a freelance basis.
So many technology products (including social media platforms and news sites) have become experts in driving addictive behaviour, as they derive revenue mainly from advertising. But is browsing endless newsfeeds, or chasing likes, really adding value to your career or life? Is it time well spent? If not, then delete the app — life is too short.
Other tips to take back control of your tech consumption include turning your phone to aeroplane mode at night and weekends; restrict your home screen to only those essential apps; and turn off social media notifications.
David Steinberg, founder and chief executive, Zeta Global
大卫•斯坦伯格(David Steinberg)，Zeta Global创始人、首席执行官
A chief executive does not have to be chained to a desk or tethered to an office to keep tabs on a global organisation. Smartphones free us up to be mobile. I always travel with two external batteries and keep my phone in a Mophie charger case wherever I go.
However, an effective executive should not be tied to his or her phone. No matter where I am, I turn off my phone at 11pm to read, reflect and catch up with my wife.