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recommend spending roughly 80 per cent of your time making your strengths stronger, and 20 per cent of your time improving specific weaknesses that are holding

This is an exercise we sometimes run in workshops and works well with a group of six or more people. Everyone gets on their feet and finds a partner. You share a strength and talk about one way you use it in your job today and one idea for how you can use it more. The other person then reciprocates. Then you move on to a new partner and repeat the

‘Can you tell me when you think I’m at my best?’

A more diverse workforce has two significant implications for your career. The first is the increasing expectation and need for individuals to take active ownership of their career development. Organizations used to do a lot of the hard work for us, mapping out things like career paths and promotion plans. Organizations once told us what to do and

Very few of us have jobs where we do the same thing day in, day out.

What this means for you: become a ‘learn-it-all’

One tip for this exercise is to ban the use of ‘diminishing words’, such as ‘I’m quite good’, or ‘I think I’m good at’ or ‘Other people tell me I’m good at’. The first round might feel awkward, but by the third or fourth go everyone has grown comfortable with it. We often end the exercise with everyone sharing their super strength with the group. I

‘In order to keep up with the world of 2050 … you will above all need to reinvent yourself again and again.’ YUVAL HARARI, 21 LESSONS FOR THE 21ST CENTURY

Work is now more project based and job specifications become out of date almost the moment we start a new job, as we adapt to meet the needs of our organizations.