Relationships Matter - Tomorrow's Jobs Today

The following is an excerpt from the chapter “Relationships Matter,” in the life-changing book, Tomorrow’s Jobs Today, Wisdom and Career Advice from Thought Leaders in AI, Big Data, Blockchain, The Internet of Things, Privacy, and More available from John Hunt Publishing.

The innovative business minds that have shared their experience and advice in Tomorrow’s Jobs Today have also been instrumental in developing and refining best practices and approaches in their fields, including big data, enterprise content management, blockchain, AI, privacy, IoT, and more. They are our wise mentors and friends. In our careers, we’ve been lucky enough to work closely with many of them to achieve common goals. Enjoying and being enriched by professional relationships is above and beyond the greatest gift you can give your career. Relationship building is, has always been and will always be, the most seminal skill and strategy we should practice and master.

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As working professionals in the Information Age, we must strive to recognize and even anticipate emerging trends. Seizing upon those opportunities is possible when we choose to partner with change agents who share our vision and can work with us to transform our enterprises. We must reach beyond our teams or spheres of influence and work closely with the legal, regulatory, and ethical communities that study, measure, and moderate the impact of our technology and products on our respective fields. We need to plan and develop ourselves with a deep respect for the world that our products and services impact.

Consider the demonstrable catastrophic effects of a data breach or ransomware attack. That immediate threat is why the relationships between stakeholders on a team must remain candid, respectful, and informed. An impulsive decision or misdirected motive can end up exposing a vulnerability in the system or much worse. What makes a successful information governance team or program? You can have a solid roadmap and the best tools, but it’s all dead in the water unless you have good relationships that bond your team.

Hail to the Chieftains

The analogy of corporate teamwork to that of professional sports is worthy of application in the context of information governance. In 1952, the little known but highly accomplished Seattle Chieftains college basketball team exemplified teamwork during an era of tremendous social change.

The 1952 Seattle Chieftains - Relationships Matter
On January 21, 1952, the Seattle University Chieftains stun the basketball world by defeating the Harlem Globetrotters 84-81 during an exhibition game at the University of Washington’s Hec Edmundson Pavilion.

It’s a shame that the fabled sportswriter Mickey Gordon isn’t around anymore to share his first-hand accounts of those players because he tells the story better than we ever could. But the gist is that people growing up back then felt the Chieftains represented the very best of America, and in some ways, the best of a country still stuck under the thumb of Jim Crow. The Seattle Chieftains were an unlikely band of brothers who defended each other on the paint and the road of life.

The secret was in their diversity. In the 1950’s it was quite a big deal to have Catholics, Jews, Blacks and Caucasians all on the same team. Despite a poorly funded program and incredible competition, thanks to the relationships they developed with one another, the Chieftains made it to both the NCAA and the National Invitational Tournaments. Those successes may be a lifetime ago, but they’re certainly not ancient history. The obstacles and challenges we all face as individuals and teams may be a little different now, but the best solutions remain very much like they were in 1952, baked in the perfect balance between individuality and unity. If we can see past the colors on our faces, we always find that we’re still wearing the same jerseys.

That was the formula behind the Seattle Chieftains and the ingredients for effective information governance programs. It’s about harnessing the power of working relationships in the Information Age. Staying in the position, but seeing past the material qualities of the individual gets you the right expertise and ultimately to the goal line.

Sourcing the knowledge, experience, and talent from each team member makes you virtually unstoppable. Highly successful sports teams like the Chieftains have proven, coordinating talent into a coherent, productive, sustainable strategy is the best way to win, and win consistently.

A new way to set the table

At Compliance and Privacy Partners, we work with highly regulated, US-based companies that have lots of talented folks. They’re subject to many laws from HIPAA to the CCPA to a multitude of tricky financial rules. However, our solutions are only as effective as the commitment of our client’s stakeholders to their own efficiency and compliance goals. Successful digital and information governance transformations require capital investment and executive sponsorship, but above all, a culture that values relationships. Directives may come from the top, but as they cascade down through the organization, it’s the relationships between managers that ultimately determine whether the direction is ultimately successful.

No matter where our position sits in the organization, we can always find opportunities to benefit both ourselves and our teams. Today’s leaders understand that to make a difference in an increasingly crowded field they’ll need to:

Strong leaders in the Information Age know how to build and encourage the right types of relationships for themselves and among their peers. We plant seeds, create synergy, and remember to nurture tomorrow’s talent. It’s one way of reminding ourselves that nobody is an island, and the ocean around us remains a boundless sea of opportunity.

Less is More - Tomorrow's Jobs Today

The following is an excerpt from the chapter “Less is More,” in the life-changing book, Tomorrow’s Jobs Today, Wisdom and Career Advice from Thought Leaders in AI, Big Data, Blockchain, The Internet of Things, Privacy, and More available from John Hunt Publishing.

As brands and consumers develop a deeper awareness of the importance of protecting their data, the idea of sharing less is becoming a more prudent, preferential, and effective approach to governance. In fact, in domains like privacy, content management, and application development, data minimization has become a dominant design strategy. An emphasis on discretion and privacy is nothing new, but it has gained relevancy following the dawn of social media, a cultural and technological revolution that encourages individuals and businesses alike to share everything about themselves.

To be strategically selective with our words, our actions and our expectations runs contrary to the human nature of a large segment of the workforce and consumers. It’s also what makes you stand out.

From Tomorrow’s Jobs Today

Deluge of Data

The affordability of digital storage and ease of data transferability has enabled technology to transform social interactions fundamentally, but the consequences of ineffective data stewardship are quickly catching up with the conveniences at our fingertips. Identity theft, ransomware, and other malicious hacking events are taking a toll on our businesses and our personal lives. The proposed remedy for these problems has come in the form of new laws and regulations, such as the General Data Protection Requirement (GDPR) and its derivatives throughout Asia and the Americas. We see the pendulum starting to swing back toward privacy as a result of related penalties, reputational damage, and growing security threats. In software development, data minimization has become a preeminent design methodology.

Yet despite new rules directing how businesses should document, disclose, audit, and defend the use of our information, in the end, it is the individual’s responsibility to filter out the deluge of data. To guard against data that attempts to inundate, persuade, and obligate our time regularly. Its frequency and intensity are unparallel in human history and eat away at our natural inclination to pause, contemplate, and deduce. There’s nowhere to run or hide from the status quo.

This new paradigm we find ourselves in necessarily requires us to selectively amplify when our voices need to be heard and be mindfully methodical about identifying and seizing opportunities amidst the inbound cacophony. To truly capitalize on the first lesson given in this book, Gaps are Opportunities, we must regularly exercise our will to avoid impulsive and lesser offers while navigating toward greater lasting rewards. And we must remain disciplined in this cadence at work and in the home. Clarity, brevity, and directness will increasingly be the in-demand soft skills that advance our agenda and our careers.

Finding the bottom line

Less is More isn’t just about privacy, though, or how we conduct ourselves, it’s a better way of doing business now that a majority of brands are dependent on the currency of information. From a corporate governance and project management perspective, reactive management techniques, resource expansion, or throwing money at a problem isn’t a safe or cost-effective bet anymore. Have they ever been?

Indeed, anybody who has worked in a regulated industry has witnessed how easily large organizations repeatedly squander budgets to check a box symbolically. Most sourcing professionals, when they’re honest, can tell you horror stories about statements of work that ended up resulting in nothing more than an imaginary bill of goods and even vulnerabilities. That’s because (especially in the era of big data) without clear and concise goals, roadmaps, and communication strategies, the more bureaucratic a solution gets, the less likely the results will be favorable. That common disorder also affects an entity, whether it is public or private, regardless of the complexity of the underlying problem.

Lesson 2: Less is More

To help find and maintain the right balance and avoid this deluge of garbage data, our best teams and leaders insist that guiding principles, policies, and directives governing data are clear and concise. That may seem obvious, but it isn’t always evident in practice, especially in an era of oversharing or within a work culture that worships the Almighty CYA (cover your ass). Straightforwardness is not an easy sell today to a population with a 144-character attention span and one that’s less inclined to comply with communication in traditional ways. To complicate matters, we commonly see legal departments and advisors addressing the governance aspects of policy, who know a lot about the law, yet very little about how to write an operational rule. This is a familiar theme and common challenge we all face both in our personal and professional lives.

To be strategically selective with our words, our actions and our expectations runs contrary to the human nature of a large segment of the workforce and consumers. It’s also what makes you stand out.

Lesson 1 - Gaps Are Opportunities - Tomorrow's Jobs Today

The following is an excerpt from the chapter “Gaps Are Opportunities,” in the life-changing book, Tomorrow’s Jobs Today, Wisdom and Career Advice from Thought Leaders in AI, Big Data, Blockchain, The Internet of Things, Privacy, and More available from John Hunt Publishing.

The Gaps are Opportunities strategy is rooted in a meditation on the importance of listening and observation and proves in short order wherever we look, especially in the weakest areas of a business, that there is always room for optimization. Those employees who seize upon and fix gaps in areas like production, risk, or quality assurance often become the most valuable players on the grid. They grow into the leaders that management loves to promote. Gaps and deficiencies in an existing program, a product, or a team can be the very best opportunities available to make your mark. History is chock-full of stories where a man or woman came along and “re-invented” a part of a wheel.

Secrets of the Scrap Metal King of Albuquerque

One of the most amusing success stories exemplifying this point comes from the first part of the twentieth century. It involves a weary soldier returning from World War I. As the story goes, the GI was tired but also thrilled to be alive after countless friends had been killed, and so much of the world he knew destroyed. He was discharged in California and put on a Pullman train packed with other vets traveling from San Francisco to the East Coast. Like his fellow soldiers, the young man enjoyed his share of spirits in the bar car, and by the time they crossed over into New Mexico, most of the train’s passengers were quite drunk. Naturally, overconsumption can lead to brawling, and that’s what occurred by early noon. He held his own for a while, but eventually, he was thrown from the caboose about 15 miles outside of Albuquerque. In those days, that was the middle of nowhere.

If that wasn’t bad enough, he only had enough money to buy himself a bus ticket to finish the last leg of the trip and maybe half a sandwich. Slightly drunk and out of luck, he began walking down the road parallel to the railroad towards town. As he sobered up along the path, he started noticing a lot of broken-down sedans, pickup trucks, and roadsters abandoned along the highway, likely having run out of gas. Remember, this was 1918, before GPS and call boxes, let alone gas stations… in the desert! Well, this young man thought a lot about those beat-up clunkers, and in between each one, as he made his way to civilization, he began thinking about what the vehicles represented. By the time he finally made it to town, he had come up with one hell of an idea.

Despite being parched and stinking to high heaven, he abandoned his plans to purchase a bus ticket and used what was left in his pocket to put a payment down on a tow truck. The next day he filled up the tank and set back along that road he’d traversed the afternoon before. Well, wouldn’t you know it? He picked up every darn one of those lonely jalopies and dragged them back to a lot he’d rented from the same lessor who extended him credit for the tow truck.

Less than a decade later that GI was the third-largest scrap metal salesman in the Southwest United States. By the time he died, about the richest man in Albuquerque. He never quite made it home to Boston, but he did learn first-hand about how your journey is often more enjoyable, and profitable than arriving at your destination.

So, what are your broken-down jalopies? What are the business processes, products, or teams you see broken down and in need of repair or improvement around your organization or community? How can you, like that GI, turn a real crap situation into one that benefits not just you, but ultimately the world around you? Can you identify the gaps in between the stops along the way to your goals? Are you ready to seize the day? Are you thrilled to be alive like that weary soldier the day he was thrown from the train?

Filling the Gaps with a Growth Mindset

You indeed can find and fill the gaps with a growth mindset that sees the positive in the negative, that builds from the ashes, that polishes and reinvents both tried and true and also invents the brand new. Are you in a highly regulated industry or a business that’s dependent on rules and best practices governing things like AI and Big Data? If so:

Gaps are Opportunities

For some, that agenda might be too much work. But with that attitude, good luck getting called on to right the ship. After all, a bad attitude is like a flat tire. And as an old man I know from Albuquerque would tell you, you can’t get darn near anywhere with one of those.

MOVE ON TO LESSON 2 – LESS IS MORE

Dirty Little Secret About Our Future

May I share a dirty little secret that my spouse and I discovered over the past year? We realize it may be shocking and indecent to some, but it’s true— The world as we knew it is indeed over, but for the brave, resilient and willing, a new future is just dawning. The pandemic, while alarming and tragic, has served as a major catalyst for self-reflection, career change, and personal growth. More people than ever are questioning what truly matters, and a big part of finding those important answers involves the choices they make when it comes to their work.

That’s the inspiration for our new book, Tomorrow’s Jobs Today: Wisdom and Career Advice From Thought Leaders in AI, Big Data, Blockchain, The Internet of Things, Privacy and More, available from John Hunt Publishers.

Tomorrow’s Jobs Today is available at Amazon, Barnes & Noble and Walmart

A perennial question: What you want to do with your career?

In our intimate investigation into how people are navigating this paradigm shift, we explore why today, in the Information Age, the perennial question of What do I want to do? isn’t just being raised by the new college graduate. People of all backgrounds, education, ages, and skill levels are taking a whole step back and reassessing their destiny and place in the digital workforce, a choppy and competitive landscape that can feel as unstable as a California fault line or a footbridge girding a Chinese cliff— one you might teeter on while capturing a selfie.

One of the world’s most dangerous hiking trails on Mount Huashan

Like most, my wife and I have often felt as if we’re peering over the side of a narrow, uneven path that seems to twist and turn like the tornado that kidnapped Dorothy and Toto. It’s easy to forget that life isn’t black and white and that, more often than not, tomorrow can bring rainbows. But even for optimists like us, our livelihoods haven’t always had that cinematic quality. Certainly not mine.

A few years back, I was strapped into a corporate straightjacket, struggling like Harry Houdini to escape from a padded conference room. From time to time, my employer would let me out of the asylum to attend a conference or two. On one occasion, I was lucky to hear a keynote by a charismatic executive on his use of blockchain technology to assist women farmers in sub-Saharan Africa. What impressed me about him, though, wasn’t the sophistication of his solution, or even its noble application, but the personal journey he shared. It took him from abject poverty to bonafide success. I began to think less about my career as a title and more about my purpose.

I decided to approach him after the talk and ask for an interview. The man, Ashish Gadnis of BanQu, agreed, and a month later, my wife and I published the first interview about walking a mile in the shoes of information age innovators. It went viral.

Ashish Gadnis Tomorrows Jobs Today
Ashish Gadnis discusses blockchain in Tomorrows Jobs Today available from John Hunt Publishers

Since my background is in business and my wife is a lawyer, we weren’t quite sure how to proceed. Yet we discovered in researching his story and his technology that learning must be a lifelong endeavor in today’s digital age, not a fixed point of reference from your formative years. You can view this through a lens of fear and anxiety, or, as Ashish and our other friends in the book taught us, as a deep well of opportunity.

Three key strategies to keep up with never-ending transformation

As the world turns faster, we are forced to ask ourselves, “How on earth will I keep up with this never-ending transformation?” After all, the clear majority of us aren’t exactly on the cusp of engineering the next big thing in liquid AI or taking blockchain to the next level. Yet the reality is, those perceived “inadequacies” hardly matter to your career trajectory in the long run. There is enough opportunity to get started today, and the new vistas opening up tomorrow bring even more promise. And in the five emerging fields of AI, Big Data, Blockchain, Quantum Computing, and the Internet of Things, the job market is still in its infancy.

Learning must be a lifelong endeavor in today’s digital age, not a fixed point of reference from your formative years.

From the new book Tomorrow’s Jobs Today

Yet these days, even amidst the Information Age’s abundant opportunities, folks of all skill levels continue to struggle with the best approach to a happy and successful vocation. Business models are transforming the job market so rapidly that even the most accomplished executives and educated employees suffer from anxiety over the stability of their roles. They must routinely prove their intrinsic value to their superiors and define their personal brand within their organization. For new graduates and those looking to make a big career transition, the reality of a continually shifting corporate landscape can feel almost paralyzing. The emergence of impersonal human resource tools like artificial intelligence in hiring practices has compounded traditional fears underlying the search for our rightful place in the new digital workplace.

The business leaders profiled in this book share something in common. It’s an insatiable curiosity and appreciation for what their peers and colleagues do.

From the new book Tomorrow’s Jobs Today

With a new generation always clipping at our heels, it’s easy to feel left behind or worry that our education and experience aren’t quite enough. Luckily, there is wisdom to be found in the words of the trailblazers we’ve profiled in our book. They recognize that alarm, but they also share something in common that helps combat it. It’s an insatiable curiosity and appreciation for what their peers and colleagues do. In these chapters and industry stories, we reveal the origins of those crafted insights and three strategic themes common to each of these visionary leaders: One – How gaps (weaknesses) can become opportunities; Two – How less is often more; and Three – Why, above all else, our Relationships Matter now as much as our credentials.

Run in the direction of your fear

Tomorrow’s leaders will be brave enough to scale the dangerous peaks of an increasingly competitive and ethically challenging mountain range. They will drive the tough conversations that illuminate the valleys in between. As we march together through the upheaval of the Information Age, our hopes for the workforce outnumber our worries and concerns. We are an intricate species whose faults are well documented but whose many inspired gifts and evergreen qualities are yet to be tapped.

Do you have a story to share about how you are using Artificial Intelligence, Big Data, Blockchain, the Internet of Things, or Privacy to shape tomorrow’s jobs? We’d love to share it with our readers!

Tomorrow’s Jobs Today is available on Amazon, Barnes & Noble and wherever fine books are sold.

Tomorrow's Jobs Today - Leadership Interviews Podcasts

A lecture based on the new book, Tomorrow’s Jobs Today: Wisdom and Career Advice from Thought Leaders in AI, Big Data, Blockchain, the Internet of Things, Privacy and More. This collection of in-depth profiles featuring Smart City CIOs, Data Protection Officers, Blockchain CEO’s, Informatics Doctors and other diverse, skilled professionals gives readers first-hand insight into what tomorrow’s jobs look like today. The hands-on experiences, subject matter expertise, and measured job advice shared within these pages demonstrate how identifying opportunities, setting the right cadence, and building strong relationships are the essential ingredients to unlocking your future’s potential.

Date: Tuesday, March 16, 2021
Time: 12 p.m. Pacific Time
Location: Online via Zoom
Session Link: https://sjsu.zoom.us/j/89429101674?pwd=MW50NHdPTUI5NzN0SE1HaHR1bDNnUT09
Password: MARA2021


The inaugural webcast of Tomorrow’s Jobs Today: Wisdom and Career Advice From Thought Leaders in AI, big data, The Internet of Things, Privacy, and more. Host Rafael Moscatel picks the brains of business leaders throughout the world who are pioneering emerging technologies and leadership concepts across a variety of industries in both the public and private sectors to better understand the future of work and the incredible tools being developed to perform that work.

Full Transcript

Rafael Moscatel:

Priya, we’re going to talk a lot about data maps today, and you have a lot to show us there. But before you treat us to kind of the bells and whistles on your product, I do want to talk briefly about why you decided to start this business. You had an excellent position for one of the big four accounting firms, and you were doing some amazing work over there for them. So tell me: Why did you take this leap?

Priya Keshav:

Data is going to be one of the biggest risks for every enterprise in the next decade or so, and that’s broader than just cybersecurity risk. And most gender councils acknowledge this and are looking to build programs in-house to manage this proactively. I felt that most of the programs so far are consultant-driven, and there was a lack of products that supported these programs in a holistic manner. And I felt that there was a gap that perhaps we could address, so we founded Maru, and it’s been an excellent journey so far.

Rafael Moscatel:

So Priya, for some of our viewers that are very new to IT infrastructure and data maps, can you give us a basic definition of what a data map is?

Priya Keshav:

Yeah, it is a bird’s-eye view of all the data within the organization. For somebody who is trying to manage the risk around the data at a very high level, it provides all the details, in terms of the number of systems, where the data originated, how it flows. And you’re able to look at which systems are riskier, versus not. You’re able to understand the security controls that you have in place. So you can bring all of the information into one single place and take a look at it for various decision-making purposes, and that’s what the data map gives you.

Rafael Moscatel:

Now that you’ve told us exactly what a data map is, can you tell us a little bit more about why it’s important in today’s climate, with all of the privacy compliance exercises that companies need to undertake?

Priya Keshav:

The best way to explain this is with an elephant story that actually one of my mentors first told me. A bunch of blind men, who had never seen an elephant before, encountered an elephant. And they were experiencing this elephant in various ways, right? So somebody touched … One person touched the trunk. Somebody else was looking at the tail and obviously had a completely different description of what the elephant was. And somebody else was touching the body and had a very different description of the elephant. That’s true in most organizations. We are siloed.

We have a very good understanding of what we are doing with the data that we see and how we are using the data that we have, but it lacks perspective, and that’s what happens in most organizations. So you have perspectives. None of them are wrong, but the perspectives are limited, from a certain viewpoint. And what data map helps in cross-functional. So it brings collaboration. It helps in establishing true trust in data because now you have a true understanding of what is going on with your data. And it’s not just for compliance, though obviously, it gives you better control over compliance efforts. But it gives you, also, better visibility into your data.

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Resolving Disputes During & Post COVID-19 Online Dispute Resolution (ODR) Leads the Way – Session 2

It was a pleasure providing an overview of collaboration and videoconferencing tools including CourtCall, Zoom, GoogleMeet, and Microsoft Teams for Execusummit Online earlier this month. Here are slides from the deck, a link to the presentation, and a transcript of my prepared remarks.

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Prepared Remarks

Thank you for that introduction Mark. And welcome everybody to this, the second session of today’s Executive Summit program. It’s an honor to be with you all and kick off today’s event with a timely discussion about the collaborative technology that is really dominating the way we all have begun to work and collaborate. It’s a paradigm shift perhaps not initiated by the COVID crisis but certainly cemented by it.

Read More

The following passage is an excerpt from the soon to be released book, Tomorrow’s Job’s Today, available from John Hunt Publishing in April 2021.

Optics: perception becomes reality

These days everybody wants to be perceived as a “thought leader” and “focused on strategy.” That’s a reasonable and legitimate goal. But strategy must be complemented by subject matter expertise, and too generalized of a strategy is frequently where our most painful productivity issues originate. Sooner or later, somebody has to roll up their sleeves, become the specialist, or take responsibility for coordinating a team’s collective thoughts into a coherent game plan. It’s no surprise that most generalists begin their careers as specialists.

It’s the substantive work that ultimately refines your capabilities and gives you the insight to lead big projects and teams. I’ll leave the specific number of hours required for expertise to Malcolm Gladwell. But the truth remains that the only way you gain experience is by taking on the dirty work and assuming ownership over both success and failure. What matters to management as much as the outcome is how you are perceived while responding to those challenges and how you carry yourself through the ups and downs. How you handle the blows matters more than how you take the bows.

We’re all aware that certain projects, those in which repetitive, mundane, administrative, or technical work is required, are avoided like the plague by line employees and management alike. It’s not as exciting as “What should we do next with this ridiculous budget or patented technology?!” When a project does happen to spark immediate interest and quickly garner executive support, once it moves past the planning stages, it too can begin to feel like nobody on the team wants to be bothered with the specific logistics. It ends up either a shell of itself, on the chopping block, or just the back burner. This is especially true in larger organizations where the majority of stakeholders are not incentivized to profit from the idea or initiative’s success directly.

Surprisingly, what can blossom from these hellish projects are new, bold leaders, since these are also opportunities for individuals willing to board the ship and chart the obstacle course. These are the champions in life and work who drive initiatives forward because they’re more interested in accomplishing something and learning new skills than getting (or stealing) the credit. They are playing a long game, and that’s how they outwit those who would short their own stock. Of course, we all know individuals who have been elevated by less ethical means and have gone on to lead companies, even governments! But there is no long-term professional value for lifetime purveyors of immediate gratification.

Modern knowledge workers expect to graduate into advanced roles and focus increasingly on delegation. Yet a strictly hands-off attitude ultimately results in us easily falling out of touch with basic business operations, over time making us seem unrelatable and aloof to our co-workers and customers. We naively assume technology or corporate bureaucracy will shoulder all the tedious processes we’re tasked with rather than striving to understand its impact on our businesses and identifying room for further efficiency.

Masses of employees, especially those basking in the spend-it-or-lose-it public sector, have grown comfortable with management throwing money at a problem or bringing in consultants to clean up a mess instead of tackling causation. As leaders and executives, we never want to take a step backward and be viewed as unwilling to trust and delegate. Yet there is much to be said for staying familiar with, remaining involved in, and practicing the discipline in which you claim to have expertise.

In this Information Age, we need to stay current with the problems our industry is facing, intimately, so that our ideas remain fresh, so we can retool and modernize the principles that have worked for us. Those principles and optics help get our teams to score on goal posts that always seem to be moving.

To sign up for our newsletter and latest updates on the book click here.

If my 88-year-old mother ever had a LinkedIn profile, her headline would read something like “Former ingenue, entrepreneur, dreamer, and the rest is none of your business, my dear.” But to those who’ve had the privilege to know her over the decades, her mantra has always been, quite emphatically, to treat everybody with dignity. That was one of the main reasons she was receptive to opportunity.

She began working from an early age and later helped my father through chiropractic school by working long hours as a Hollywood extra during the fifties and sixties. Though never seeking stardom, she knocked on enough doors to get a lot of good work, saved some seed money, and established relationships that would eventually transform her life. Mom leveraged her positive attitude and tough shell to find opportunities, sell her strengths, and laugh off rejection. “It’s no big deal,” she always told me as a kid when the chips were down and she says the same thing to me now.

Most importantly, and by example, Mom taught me that you should never feel afraid to negotiate a deal because the absolute worst “they,” a client, customer, or possible employer can say is… no.

via Professing Principles of Digital Ethics and Privacy – CPO Magazine

“For me, trust has to be earned. It’s not something that can be demanded or pulled out of a drawer and handed over. And the more government or the business sector shows genuine regard and respect for peoples’ privacy in their actions, as well as in their word and policies, the more that trust will come into being.” Dr. Anita L. Allen

Dr. Anita Allen serves as Vice Provost for Faculty and Henry R. Silverman Professor of Law and Philosophy at the University of Pennsylvania. Dr. Allen is a renowned expert in the areas of privacy, data protection, ethics, bioethics, and higher education, having authored the first casebook on privacy law and has been awarded numerous accolades and fellowships for her work. She earned her JD from Harvard and both her Ph.D. and master’s in philosophy from the University of Michigan. I had the opportunity to speak with her recently about her illustrious career, the origins of American privacy law and her predictions about the information age.

Q: Dr. Allen, a few years ago you spoke to the Aspen Institute and offered a prediction that “our grandchildren will resurrect privacy from a shallow grave just in time to secure the freedom, fairness, democracy, and dignity we all value… a longing for solitude and independence of mind and confidentiality…” Do you still feel that way, and if so, what will be the motivating factors for reclaiming those sacred principles?

A: Yes, I believe that very hopeful prediction will come true because there’s an increasing sense in the general public of the extent to which we have perhaps unwittingly ceded our privacy controls to the corporate sector, and in addition to that, to the government. I think the Facebook problems that had been so much in the news around Cambridge Analytica have made us sensitive and aware of the fact that we are, by simply doing things we enjoy, like communicating with friends on social media, putting our lives in the hands of strangers.

Before you continue reading, how about a follow on LinkedIn?

And so, these kinds of disclosures, whether they’re going to be on Facebook or some other social media business, are going to drive the next generation to be more cautious. They’ll be circumspect about how they manage their personal information, leading to, I hope, eventually, a redoubled effort to ensure our laws and policies are respectful of personal privacy.

Q: Perhaps the next generation heeds the wisdom of their elders and avoids the career pitfalls and reputational consequences of exposing too much on the internet?

A: I do think that’s it as well. Your original question was about my prediction that the future would see a restoration of concern about privacy. I believe that, yes, as experience shows the younger generation just what the consequences are of living your life in the public view and there will be a turnaround to some extent. To get people to focus on what they have to lose. It’s not just that you could lose job opportunities. You could lose school admissions. You could lose relationship opportunities and the ability to find the right partner because your reputation is so horrible on social media.

All of those consequences are causing people to be a little more reserved. It may lead to a big turnaround when people finally get enough control over their understanding of those consequences that they activate their political and governmental institutions to do better by them.

Q: While our right to privacy isn’t explicitly stated in the U.S. Constitution, it’s reasonably inferred from the language in the amendments. Yet today, “the right to be forgotten” is an uphill battle. Some bad actors brazenly disregard a “right to be left alone,” as defined by Justice Brandeis in 1890. Is legislation insufficient to protect privacy in the Information Age, or is the fault on the part of law enforcement and the courts?

A: I’ve had the distinct pleasure to follow developments in privacy law pretty carefully for the last 20 years, now approaching 30, and am the author or co-author of numerous textbooks on the right to privacy in the law, and so I’m familiar with the legal landscape. I can say from that familiarity that the measures we have in place right now are not adequate. It’s because the vast majority of our privacy laws were written literally before the internet, and in some cases in the late 1980s or early 1990s or early 2000s as the world was vastly evolving. So yes, we do need to go back and refresh our electronic communications and children’s internet privacy laws. We need to rethink our health privacy laws constantly. And all of our privacy laws need to be updated to reflect existing practices and technologies.

The right to be forgotten, which is a right described today as a new right created by the power of Google, is an old right that goes back to the beginning of privacy law. Even in the early 20th century, people were concerned about whether or not dated, but true information about people could be republished. So, it’s not a new question, but it has a new shape. It would be wonderful if our laws and our common law could be rewritten so that the contemporary versions of old problems, and completely new issues brought on by global technologies, could be rethought in light of current realities.

Read more at Professing Principles of Digital Ethics and Privacy – CPO Magazine

 

Next April 30th, JOHN HUNT PUBLISHING LIMITED will release our new book “Tomorrow’s Jobs Today: Wisdom and Career Advice from Thought Leaders in #AI#BigData#Blockchain, the #InternetofThings#Privacy, and More.” Here’s the cover reveal! Tremendous thanks to the many visionary business leaders who contributed to the effort including Michael Moon Jones Lukose MBA, PhD Ashish Gadnis Katrina Miller Parrish Anand Rao  Patrick “PC” Sweeney Peggy Winton, CIP Seth Williams Anand Rao Nick Inglis, IGP, CIP, INFO Ulrich Kampffmeyer Gregory Steinhauer John Isaza, Esq., FAI Andy Watson Priya Keshav Kevin Gray Amb-Dr. Oyedokun Ayodeji Oyewole FIIM, ERMS, RMEM, FIRMS George Socha Dux Raymond Sy Markus Lindelow April Dmytrenko, FAI, CRM Douglas C. WilliamsMark Patrick, CIP and Miguel Mairlot. Most of all to my co-author Abby Moscatel. Learn more about the #book at www.tomorrowsjobstoday.

The following is an exclusive excerpt from the book “Tomorrow’s Jobs Today: Wisdom and Career Advice from Thought Leaders in AI, Big Data, Blockchain, the Internet of Things, Privacy, and More” available soon from John Hunt Publishing.

The convergence of technology and the rule of law is expected to intensify over the coming years. It’s a paradigm shift that will force organizations of all sizes, private and public, across all verticals, to balance a world ripe with innovation with an evolving universe of risk and regulatory pressure. Employers and their workforces will be inclined to adapt to this dynamic new digital landscape in their personal and professional lives. Like every era before it, the individuals who lead the way will separate themselves from the pack by identifying, engaging in, and fostering the right opportunities wherever they reveal themselves. They understand that identifying gaps is one key to seizing those opportunities.

One of the most amusing success stories exemplifying this point comes from the first part of the twentieth century. It involves a weary soldier returning from World War I. As the story goes, the GI was tired but also thrilled to be alive after countless friends had been killed, and so much of the world he knew destroyed. He was discharged in California and put on a Pullman train packed with other vets traveling from San Francisco to the East Coast. Like his fellow soldiers, the young man enjoyed his share of spirits in the bar car, and by the time they crossed over into New Mexico, most of the train’s passengers were quite drunk. Naturally, overconsumption can lead to brawling, and that’s what occurred by early noon. He held his own for a while, but eventually, he was thrown from the caboose about 15 miles outside of Albuquerque. In those days, that was the middle of nowhere.

If that wasn’t bad enough, he only had enough money to buy himself a bus ticket to finish the last leg of the trip and maybe half a sandwich. Slightly drunk and out of luck, he began walking down the road parallel to the railroad towards town. As he sobered up along the path, he started noticing a lot of broken-down sedans, pickup trucks, and roadsters abandoned along the highway, likely having run out of gas. Remember, this was 1918, before GPS and call boxes, let alone gas stations… in the desert! Well, this young man thought a lot about those beat-up clunkers, and in between each one, as he made his way to civilization, he began thinking about what the vehicles represented. By the time he finally made it to town, he had come up with one hell of an idea.

Despite being parched and stinking to high heaven, he abandoned his plans to purchase a bus ticket and used what was left in his pocket to put a payment down on a tow truck. The next day he filled up the tank and set back along that road he’d traversed the afternoon before. Well, wouldn’t you know it? He picked up every darn one of those lonely jalopies and dragged them back to a lot he’d rented from the same lessor who extended him credit for the tow truck.

Less than a decade later that GI was the third-largest scrap metal salesman in the Southwest United States. By the time he died, about the richest man in Albuquerque. He never quite made it home to Boston, but he did learn first-hand about how your journey is often more enjoyable, and profitable than arriving at your destination.

So, what are your broken-down jalopies? What are the business processes, products, or teams you see broken down and in need of repair or improvement around your organization or community? How can you, like that GI, turn a real crap situation into one that benefits not just you, but ultimately the world around you? Can you identify the gaps in between the stops along the way to your goals? Are you ready to seize the day? Are you thrilled to be alive like that weary soldier the day he was thrown from the train?

Rafael Moscatel, CIPM, CRM, IGP, is the Managing Director of Compliance and Privacy Partners. He has developed large-scale information management, privacy and digital transformation programs for Fortune 500 companies such as Paramount Pictures and Farmers Insurance. Contact him at www.capp-llc.com or follow him on Twitter @rafael_moscatel.

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