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Personal Growth

You Don’t Need To Learn To Code + Other Truths About the Future of Careers

The future belongs to those who work with, not against, the rising tide of technology.


There’s a reason most “conventional” career advice sucks: the world is changing at a rapid clip. When well-meaning mentors give advice based on their experiences decades ago, it’s kind of like teaching someone how to drive using a horse and buggy.

In his latest book, Average Is Over, economist Tyler Cowen argues that we need to reshape the way we think about jobs, and in turn, our careers, in the wake of this rapid technological change.

As most industrialized nations outsource and automate jobs, labor becomes more abundant and employment harder to come by. In a world of Amazon drones, who needs postal workers? When the Google self-driving car hits the mass market, will we no longer need taxi drivers? 

Yet the challenge for creators is more subtle: rather than being replaced by robots, we have to worry about competition on a global scale. (As online education becomes ubiquitous how can the art school graduate in Brooklyn ask for the same fee as the Photoshop master in India?) 

So how can we best prepare ourselves for this new career dynamic, where we must stave off outsourcing at every turn? We asked Cowen to break down the bulletproof “soft skills” needed for next era of careers:

1. Own your life choices, and don’t let comparison make you envious.

One side effect of the rise of automation is that everything we do can and will become measureable. We are already able to see the bloggers with the most views, the creative with the most Twitter followers. But soon, even service jobs will be subject to what Cowen calls “hyper meritocracy,” where everything is measured, tracked, and ranked. As a result, comparison to our peers, and the subsequent anxiety that comes with that, is inevitable. We’ll always know where we stack up, and employers will be able to compensate us accordingly.

The upshot of this is that survival in the new career landscape offers an interesting choice: Will you “live to work,” and do everything it takes to max out these measurements to impress your employers? Or do you prefer to “work to live,” to maximize your leisure and family time? Cowen explains:

For those at the top end, you require responsibilities and a network of commitments, you have traded favors with people on the way up. It’s very hard to just back out of that and say I’m going to sit around the pool today. You’re always on call, there’s always email coming at you. You work the whole time and that has its rewards but it’s also a pain. 

True meritocracy is quite psychologically oppressive. Our failures and shortcomings hurt and depress us more than learning about our virtues. I think this is one of the troubling aspects of this new world where everything gets measured. People don’t really like that. They want to think that they’re better than they are. That they are more productive than they are. That they have maybe have a brighter future than they do.

That’s what I mean by “Average is over.” The world is forcing us to make choices and they’re not that easy. 

2. Don’t learn to code, learn how to work with technology.

A common refrain from those in the tech industry is that everyone should learn to code. There are a multitude of organizations (e.g. Code Academy, Treehouse, and Udacity among many others) set up to help mid-career professionals pick up this new skill as well as a growing demand that we include programming in our primary school curriculum

If becoming a programmer is appealing to you, great. But seeking employment based on any one “hard skill” is an outdated way of thinking. The rapid evolution of technology forces us to constantly reconsider which hard skills are in demand. (And we should). Staying on top of the hard skills needed is a necessity in the short term, but one of the best ways to position yourself for success in the long term is to focus on the soft skills needed no matter what technology you are working with. 

“There is often this naive reaction a lot of people have,” says Cowen. “They say, ‘Now I need to take X number of years off, learn all the skills of computer programming and become a programmer.’ Very often that’s a bad way to go. It’s people who integrate technical skills with knowledge of a concrete area and who understand marketing, presentation, and persuasion.” 

In other words, if your job gets better with technology you’re in good shape. Think of the doctor that can use complicated computer-aided readouts to produce an accurate diagnosis, or the sales person that can sift through client data to work more efficiently. 

“Take Mark Zuckerberg who, of course, has been a great programmer,” says Cowen. “There is much more to Facebook than that. It’s appealing, it gets people to come back, and he was a psychology major. It’s that integration that’s important.” 

The smartest workers will be able to leverage technology to their advantage and be able to recognize the big-picture ways to utilize it. The technology will change. The means of accessing will change. But strategically implementing it will remain in constant demand for tomorrow’s workforce. 

The smartest workers will be able to leverage technology to their advantage and be able to recognize the big-picture ways to utilize it.

3. Become a first-rate leader and collaborator.

It’s impossible to outsource great leadership. As jobs and companies become more specialized and competition more fierce, top companies will increasingly fight for workers that show leadership chops.

“Computers are very far from being able to manage human beings and motivate them and set expectations and inspire,” says Cowen. “So that’s a big sector of managing — making people feel good about themselves, getting other people to cooperate. That’s really a growth sector if you cannot do the technical things.”

Cowen points out that executives, managers, supervisors, and financial professionals captured 70 percent of all salary gains from 1979 to 2005. In other words, it’s the leaders and big-picture thinkers that are thriving the most. 

“Very often the people ‘in the field’ do not think conceptually about their own operations,” says Cowen. It’s increasingly difficult to think of the big picture while in the tunnel vision of a specific role.

Because of this hyper-specialization, creative teams will need workers who they enjoy collaborating with. As we all become more specialized, the problems we are solving will become increasingly complex. This means that collaboration across different areas of expertise will become even more important. One person alone cannot design the self-driving car.

“There won’t be much room for a ‘rebel without a cause’ or, for that matter, a rebel with a cause,” writes Cowen. 

4. Learn to market your work.

Even if you have the skills and connections, success still means getting your work noticed. No matter what field you are in, marketing your work will only get harder in the decades to come. To paraphrase Reddit founder Alexis Ohanian: On the Internet, a funny cat video is always a click away. Those who can authentically and effectively do battle with Buzzfeed listicles and Instagram photos will always be in demand. Cowen says:

Marketing is the sort of skill that is hard to outsource because you need to know a lot of local knowledge of time and place usually. To figure out what your readers are like or what some market segment is like [takes time], and the idea that you just hire some smart genius in India to solve it is not going to work.

“Marketing” in this context is different than taking a class at your local college. It’s about having a deep, entrenched understanding of your subject matter and target audience. The kind of high-level analytical thinking required to do this work can never be automated and will always be in demand.  

***

This Wild West landscape painted by Cowen and others can be a bit frightening, but with uncertainty comes opportunity. Top performers in every field are getting paid better than ever. We’ve seen the rise of digital nomads and solo entrepreneurs for those who like to go their own way. And, most importantly, an increased emphasis on job-agnostic “soft skills” means that we can quickly switch careers to match our interests and beliefs. It’s easier than ever to tailor-make a career and lifestyle that aligns with what makes us happy.

The creatives that succeed will be the ones that embrace these changes and use them to generate more opportunity and more chances to truly impact our world. To quote William Gibson: “The future is already here — it’s just not very evenly distributed.”

How about you?

What “soft skills” do you think are most in demand?

Sean Blanda

Sean Blanda is a writer based in New York City and is the former Editor-in-Chief and Director of 99U. Find him on Twitter: @SeanBlanda.

Comments (116)
  • Suzanne

    I agree with the author of this article as soft skills are what you need to negotiate in an given career. Many soft skills are learned and not just god given and it is important that people entering the workforce understand that and take advantage of upgrading their soft skills.

  • http://www.trackpal.co.uk Scott Lawson

    Learning to code is important, however, by the time kids will use it in the workplace it will change considerably. So it’s not a particular language they need to learn, but how to “talk” to computers & technology. Perhaps a good analogy is coding is like learning a language (say French). However the real value from that comes from how you can tell a story or express yourself with that language. Sure, people can learn to “code” something pretty quickly, but learning how to be creative with that skill is harder to teach. Perhaps it’s something people are born with, the same way that great novelists and filmmakers might have learnt spelling & grammar in school, and how to operate a video camera, but they because great novelists and filmmakers by combining their taught skills with creativity. Even if they never actually become coders in the real world, knowing the basics will help them. There’s nothing worse than working with a manager on a development project who doesn’t know the basics of coding. It’d be like a filmmaker not understanding how to talk to actors, understanding the basics of how a film camera works, and audio.

  • Sean

    if you plan on being a coder or working in a position in IT beyond the (ridiculous) ‘social networking specialist’ (a.k.a the kid that plays with hootsuite and worries over his ironic beard) role, you’ll need to learn to code.

    And the fundamental thing to coding/programming is solving logical problems, so its useful to everyone regardless of their industry/role/interests in the same vein as cross-words and Sudoku and algebraic puzzles are useful, it trains your brain.

  • Rohan Kirkpatrick

    Utter bullshit.

    • Jimmy Bawsweat

      Perhaps you’d like to elaborate Mr Kirkpatrick.

      • Rohan Kirkpatrick

        I, um, would, but it’s been four months, so I can’t be sure what my specific objections are. A cursory glance would seem to indicate to me that what I (strenuously, apparently) objected to, was telling people they don’t need to code, whilst the advice you offered in their stead, aren’t even really “soft skills” so much as industry buzzwords that hold very little meaning

        I mean “Learn to market your work” or “Work with technology” – these phrases in a practical sense, mean absolutely nothing. At least if you learn to code, you are doing something concrete, verifiable and measurable.

  • mitchelhunt

    An important thing that’s not being touched on here is the power of design thinking, as taught by programming courses. Since problems are presented that could have varying solutions, programming students need to think critically and creatively. Students develop a working process – a philosophy or set of ethics that they can take to any career (especially the innovation-based jobs of the new market). Another upside to programming is that, in the end, students have produced a useful product. The result of your thinking is immediately apparent/obvious. There’s no better way to show someone the flaws and strengths of their work process. This is the same reason I would like to see industrial or communications design classes in K12 education.

  • Az Calleja

    Couldn’t agree more with your outlook Sean, great article.

  • http://william-penn.strikingly.com/ William Penn

    To answer the question ‘Do you need to know code to work for a tech company’ is difficult in my opinion and I have found myself running round in circles trying to work out an answer.

    Fundamentally I don’t think you have to know code to work in a tech company. There are plenty of jobs that require other skills to succeed. The grey area comes when you are in a business function role that requires you to work with developers.

    I have found that developers minds work in the same way computer do in that they are very logical and will need connections to be able to go past potential hurdles.

    For me the only way I could talk to developers was to get an understanding of computers and how they work. This hasn’t required me to learn any code but I needed a overall knowledge of how things worked so I could ask the right questions.

    I think without this knowledge you would struggle to get a foot hold in a tech company.

    Obviously knowing code will help with these convocations but I don’t think it’s vital. I am interested in coding and I am trying to learn it for my own personal development which is something that should never be discouraged.

  • Jd Wiggins

    BEWARE the Psycho babbling market majors devoted to instant gratification, greed etc.
    Engineers, problem solvers, those who stop underestimating their customers, have a work ethic & determination to provide a true contribution i.e. a bona fide product or service superior or more advanced may learn to market successfully ..only AFTER REAL PROGRESS IS CERTIFIED BY A RECOGNIZED INDEPENDENT SOURCE.
    BEST MORE JOBS SOLUTION Hire & REWARD more WHISTLE BLOWERS !🙂
    FORM (ads, marketing) that is long term successful and is not loaded with lies hype exaggerations and greed etc,
    FOLLOWS ..FUNCTION ( of truth in advertising after authentic new value emerges )

  • Hubert (Trip) Montgomery III

    You dont need to learn to code and neither do I.

    Fact 1: There are tons of code monkeys in India that will work for peanuts hacking out code for you if you really need it. There is a surplus of unemployed/ underemployed young people in programming in the first world that will work for next to nothing.

    Fact 2: You probably do not need unique code because sticking with the programs of record in most industries is almost always the best practice: a. it helps you hire away top talent and not have to retrain, b. it makes your talent less valuable and easier to replace, c. it allows employers to hire consultants/ temps/ and interns that do not have to be retrained and also allows employees to temp or leave at will and not worry about migration.

    Fact 3: There is no future in programming for the majority of people. Hitting it big is a rarity, akin to hitting it big in the sports or entertainment industry. For every founder of some multi-million dollar startup that got there because of coding, there are thousands of programmers working at coffee shops and waiting tables.

    Fact 4: If you believe that bootstrapping your way to success through codding or IT is feasible, then I have a bridge in Brooklyn I would like to sell you.

    • Jonathan Neufeld

      Fact 1: Programmers are a dime a dozen, but exceptional software developers are exceedingly rare.

      Fact 2: In order to pull this off you need exceptional software developers. Dime a dozen programmers are often ego-driven and will always try to re-invent the wheel in their own unique way to stroke their egos and end-up costing the company a lot of money in upkeep. For the mediocre code hacker, his identity is entangled with the code he writes. This is precisely why he’s practically willing to work for free, and why you want to avoid him at all costs unless you’re running a charity organization for the developmentally unchallenged.

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