Mikael Jungner formulated ten work-related theses to teach us how to make the most of coincidences.
Communication agency CEO and media figure Mikael Jungner published his ten theses at Sponda’s Mothership of Work launch event. He states that approaches to work must change, because the world around us will not be the same.
A century ago, work was divided into smaller parts and distributed among multiple workers, because it made sense. Now, Jungner says, we can do better.
“The world has gone global, and we have all the opportunities of a digital age at our disposal,” he summarises.
The theses are based on Jungner’s own observations and, above all, on the notion that many things are currently not done right in the working life.
“They want leadership when they should be calling for interaction. They look for incentives when they should be seeking passion,” he explains.
How, then, should we work? According to Jungner, a curious, passionate working community is based on constant interaction and will not submit blindly to leadership. As the markets and rules change, the traditional working community is quite bewildered, but an interactive community still has the ability to make the most of coincidences and turn them into successful business.
According to Jungner, interactivity is important simply because the speed of the changes would be too overwhelming for just one mind. We need more people, a group.
Jungner took the road of questioning the traditional working life already a decade ago when he started as the CEO of the Finnish Broadcasting Company YLE. Some brushed Jungner’s ideas off by bringing attention to less important details, such as the fact that he was not wearing a tie.
Matters and attitudes have changed in ten years. Among other things, it is not that common to see people constantly wearing a tie.
Many other things will undoubtedly change, too. Jungner expects both money and leadership to lose their meaning in the future.
“Money will no longer be enough to motivate people; they need passion to accomplish things,” he states.
Jungner brings up the recent events involving Volkswagen manipulating its emission results. He says that situations like that would not take place if passion was the core motivator in enterprises. The employees would love their work too much to let deception happen.
According to Jungner, much depends on the leaders that are available.
“It can be hard to tell whether somebody wants to lead just because it suits their own interests, or if they actually want what is best for the herd.” With leadership being as challenging as it is, it is often better simply not to do it. Teams will always find their own leaders.”
Quoting business philosopher Simon Sinek, Jungner simplifies motivation down to two hormones. Our enthusiasm is composed of dopamine and oxytocin. The former is released during successful performance and the latter is linked to touching. Oxytocin creates affection and networks, which will be extremely important in the future.
“Nowadays we go to the cinema to watch people passionately work on what they want. Why shouldn’t life be like that every day?” Jungner asks.
Text: Johanna Hytönen