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What exactly is the Fear of Becoming Obsolete (FOBO) and how is it relevant to L&D?
Workers all over the world are becoming increasingly worried about their job security, and wondering what AI means for the future of work. L&D is well-positioned to mitigate this fear – and in this blog, we’ll break down what that looks like in practice.
Unlike the Fear of Missing Out (which mainly involves flicking through an Instagram carousel of your friends on a night out you didn’t go to, that you probably would have hated, but inexplicably feel jealous of), the Fear of Becoming Obsolete refers to something bigger and more existential.
Let’s define our terms.
“Fear of Becoming Obsolete” is the catchy nickname given to the sense of existential dread workers feel that they may be replaced, or be rendered irrelevant.
And isn’t it understandable to be worried? After all, this fear hasn’t come out of thin air. An eye-opening Gallup poll revealed that 72% of Chief HR Officers (CHRO’s) see AI replacing human employees, and a report by Goldman Sachs estimated that AI could replace the equivalent of 300 million full-time jobs.
Although AI is the hot-button topic of the moment and arguably the biggest trigger of FOBO, it’s not the only reason why workers are fearful of becoming obsolete.
Other triggers of FOBO include:
Whatever the cause, the effect is the same: Anxiety about career progression, coupled with an intense feeling of overwhelm. This uneasiness can then have a knock-on effect, where workers who fear becoming obsolete dig their heels in to become more resistant to change – or even overwork themselves to stay relevant without developing in areas that are actually of interest to them.
This isn’t a good foundation on which people can feel confident to put their best foot forward. But luckily, L&D can do something about it.
FOBO is a huge driver for professional learning right now. People want to upskill — but that desire is often rooted in fear, not curiosity. A lot of people engage in "panic learning" or try to stack up certifications to fend off the idea that they might be left behind.
L&D needs to redirect this path by leading by example.
Nothing productive comes from a place of fear.
If you’ve ever worked under a boss or leader who used fear as a motivator, you’ll be familiar with that cortisol-spiking sense of dread that wreaks havoc on your nervous system. It’s not a mental state that yields great results or helps you to learn new things – and most importantly, it’s not good for you.
Eradicating this fear from the learning process should be L&D’s first priority. Make it clear that learning is an empowering opportunity, not something to be slogged through in order to stay relevant.
Storytelling: We’ve explored the power of good storytelling before in our blog The role of joy in learning design, and it’s well worth revisiting here. The difference between a lesson that goes over someone’s head and a lesson that sticks in there is the presence of a good story.
The same can be said for stories that motivate people to learn. Sharing success stories about how learning helped colleagues to progress in their careers (or simply enriched their life with new knowledge / skills) will steer people away from fear and towards curiosity.
Positive framing: Wording is everything. “You need to learn this in order to stay relevant” will just breed resentment. “Here’s how this skill can open new doors for you” frames it as an opportunity; something new to be explored. It works, because it taps into our natural inclination towards growth.
Take Apple’s “Think Different” campaign as an example. (You’ll need to cast your mind all the way back to 1997, when Apple’s font was Times New Roman and the first Harry Potter book had just been published… simpler times.) The campaign, which featured masters of their craft like Albert Einstein and Bob Dylan, didn’t tell people they had to conform to catch up. It celebrated the rebellious, curious, forward-thinking spirit in all of us.
The result was a message that inspired people to identify with innovation instead of anxiety.
The same attitude will serve you well when encouraging workplace learning. Imbue it with a sense of excitement and novelty, and you’ll notice a marked difference in the way people respond.
Celebrate the act of learning: In L&D, we often focus on the results of learning: Completions. Compliance. Return on Investment. And all of those are obviously important metrics – but what’s also important is to celebrate the act of learning and the pursuit of knowledge.
If you’re someone who likes learning new languages, you might be familiar with Duolingo (and the famously passive-aggressive owl that serves as their mascot.) The app is a great example of celebrating learning for learning’s sake: It rewards users not just for fluency, but for consistency, effort and streaks. It taps into the intrinsic motivation of learning for its own sake, thereby turning progress into a game and making the process enjoyable.
As a result, when you think of the phrase “Language Learning App”, Duolingo is most likely the first one that comes into your mind. There is something to be said for taking your foot off the pedal, and celebrating the simple joy of learning new things.
The term “Growth mindset” has become slightly poisoned by hyper-productive alpha male influencers on the internet, but at its core, it’s really about being kind to yourself – and this is a great attitude to model for your learners.
If you haven’t heard of the term “growth mindset” before, here’s a brief overview:
A growth mindset positions a lack of skill in a certain area as an opportunity to progress and learn more. By contrast, a scarcity mindset places all the emphasis on what you lack instead of what you might gain. It frames resources as finite, and a lack of proficiency as a sign of failure.
We’re sure you’ll agree that the latter mindset isn’t a productive one when it comes to learning new things – and it’s arguably a big part of why FOBO sticks its claws into people: How can you expect to learn anything if you see yourself as already failing?
L&D needs to steer people away from scarcity, and towards growth.
Normalise learning and skill gaps: When we feel that leadership can relate to us, it makes us feel less alone. So, when leaders talk candidly about what they’re currently learning (or even where they’ve faced challenges) it sends a powerful message: learning is for everyone, not just those at the beginning of their careers.
Take Satya Nadella, CEO of Microsoft, who has publicly emphasised the importance of a “learn-it-all” mindset over a “know-it-all” one (via psychologist Carol Dweck, who coined this concept.)
In Nadella’s words:
“I read a book called Mindset. In there, there’s this very simple concept that Carol Dweck talks about, which is if you take two people, one of them is a learn-it-all and the other one is a know-it-all, the learn-it-all will always trump the know-it-all in the long run, even if they start with less innate capability.”
“I need to be able to walk out of here this evening and say, “Where was I too closed-minded, or where did I not show the right kind of attitude of growth in my own mind?” If I can get it right, then we’re well on our way to having the culture we aspire to.”
Tap into the power of microlearning: One way to encourage a growth mindset and steer away from a scarcity mindset is to make learning feel achievable. Microlearning is your best friend for this tip. When your learner is standing at the foot of a metaphorical mountain, looking up at the seemingly endless list of modules that they have to complete, it’s going to feel insurmountable.
But by breaking the learning (whether mandatory or extra-curricular) down into smaller, more manageable chunks, you start to make that climb feel a lot more attainable. Fun, even. And the world is your oyster. Quizzes, PDF’s, audio files… you’re not restricted by format; simply choose the one that makes the most sense.
When it comes down to it, the best way to help people feel ready for the future is to teach them future-ready skills. FOBO feeds on uncertainty, which is why giving people a roadmap is so important. Make it clear what the business needs and what the industry is moving towards.
Use skills frameworks to map future skills: Whether you tap into something established like SFIA (Skills Framework for the Information Age) or create your own, a framework helps to map out the capabilities your organisation needs now, and the ones it’ll need next.
It’s a powerful way to bring structure and visibility to what might otherwise feel abstract.
Provide personalised learning recommendations: Next, go beyond the one-size-fits-all approach, and use data to offer personalised learning recommendations. If a frontline manager is eyeing a leadership track, show them the skills they’ll need — and the learning that can get them there. Platforms powered by AI can be especially useful here, surfacing content based on skill gaps and personal goals.
Partner with the relevant teams to align learning with business strategy: Finally, work closely with your People teams. They have insights into everything from hiring trends to succession plans to long-term business goals.
By partnering with them, L&D can ensure learning isn’t happening in a silo; it’s directly aligned with where the business is heading. That alignment gives learners confidence that they’re building the right skills for the future, and that the organisation is invested in their long-term growth.
FOBO might be rooted in fear, but your response doesn’t have to be.
When professional development is made to feel doable, people tend to stop spiralling about what they don’t know and start getting curious about what they can learn. That’s where the real growth can begin.
Looking for an LMS that can support your organisation through change, and evolve as you do? Book a Thrive demo today.
Explore what impact Thrive could make for your team and your learners today.
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What exactly is the Fear of Becoming Obsolete (FOBO) and how is it relevant to L&D?
Workers all over the world are becoming increasingly worried about their job security, and wondering what AI means for the future of work. L&D is well-positioned to mitigate this fear – and in this blog, we’ll break down what that looks like in practice.
Unlike the Fear of Missing Out (which mainly involves flicking through an Instagram carousel of your friends on a night out you didn’t go to, that you probably would have hated, but inexplicably feel jealous of), the Fear of Becoming Obsolete refers to something bigger and more existential.
Let’s define our terms.
“Fear of Becoming Obsolete” is the catchy nickname given to the sense of existential dread workers feel that they may be replaced, or be rendered irrelevant.
And isn’t it understandable to be worried? After all, this fear hasn’t come out of thin air. An eye-opening Gallup poll revealed that 72% of Chief HR Officers (CHRO’s) see AI replacing human employees, and a report by Goldman Sachs estimated that AI could replace the equivalent of 300 million full-time jobs.
Although AI is the hot-button topic of the moment and arguably the biggest trigger of FOBO, it’s not the only reason why workers are fearful of becoming obsolete.
Other triggers of FOBO include:
Whatever the cause, the effect is the same: Anxiety about career progression, coupled with an intense feeling of overwhelm. This uneasiness can then have a knock-on effect, where workers who fear becoming obsolete dig their heels in to become more resistant to change – or even overwork themselves to stay relevant without developing in areas that are actually of interest to them.
This isn’t a good foundation on which people can feel confident to put their best foot forward. But luckily, L&D can do something about it.
FOBO is a huge driver for professional learning right now. People want to upskill — but that desire is often rooted in fear, not curiosity. A lot of people engage in "panic learning" or try to stack up certifications to fend off the idea that they might be left behind.
L&D needs to redirect this path by leading by example.
Nothing productive comes from a place of fear.
If you’ve ever worked under a boss or leader who used fear as a motivator, you’ll be familiar with that cortisol-spiking sense of dread that wreaks havoc on your nervous system. It’s not a mental state that yields great results or helps you to learn new things – and most importantly, it’s not good for you.
Eradicating this fear from the learning process should be L&D’s first priority. Make it clear that learning is an empowering opportunity, not something to be slogged through in order to stay relevant.
Storytelling: We’ve explored the power of good storytelling before in our blog The role of joy in learning design, and it’s well worth revisiting here. The difference between a lesson that goes over someone’s head and a lesson that sticks in there is the presence of a good story.
The same can be said for stories that motivate people to learn. Sharing success stories about how learning helped colleagues to progress in their careers (or simply enriched their life with new knowledge / skills) will steer people away from fear and towards curiosity.
Positive framing: Wording is everything. “You need to learn this in order to stay relevant” will just breed resentment. “Here’s how this skill can open new doors for you” frames it as an opportunity; something new to be explored. It works, because it taps into our natural inclination towards growth.
Take Apple’s “Think Different” campaign as an example. (You’ll need to cast your mind all the way back to 1997, when Apple’s font was Times New Roman and the first Harry Potter book had just been published… simpler times.) The campaign, which featured masters of their craft like Albert Einstein and Bob Dylan, didn’t tell people they had to conform to catch up. It celebrated the rebellious, curious, forward-thinking spirit in all of us.
The result was a message that inspired people to identify with innovation instead of anxiety.
The same attitude will serve you well when encouraging workplace learning. Imbue it with a sense of excitement and novelty, and you’ll notice a marked difference in the way people respond.
Celebrate the act of learning: In L&D, we often focus on the results of learning: Completions. Compliance. Return on Investment. And all of those are obviously important metrics – but what’s also important is to celebrate the act of learning and the pursuit of knowledge.
If you’re someone who likes learning new languages, you might be familiar with Duolingo (and the famously passive-aggressive owl that serves as their mascot.) The app is a great example of celebrating learning for learning’s sake: It rewards users not just for fluency, but for consistency, effort and streaks. It taps into the intrinsic motivation of learning for its own sake, thereby turning progress into a game and making the process enjoyable.
As a result, when you think of the phrase “Language Learning App”, Duolingo is most likely the first one that comes into your mind. There is something to be said for taking your foot off the pedal, and celebrating the simple joy of learning new things.
The term “Growth mindset” has become slightly poisoned by hyper-productive alpha male influencers on the internet, but at its core, it’s really about being kind to yourself – and this is a great attitude to model for your learners.
If you haven’t heard of the term “growth mindset” before, here’s a brief overview:
A growth mindset positions a lack of skill in a certain area as an opportunity to progress and learn more. By contrast, a scarcity mindset places all the emphasis on what you lack instead of what you might gain. It frames resources as finite, and a lack of proficiency as a sign of failure.
We’re sure you’ll agree that the latter mindset isn’t a productive one when it comes to learning new things – and it’s arguably a big part of why FOBO sticks its claws into people: How can you expect to learn anything if you see yourself as already failing?
L&D needs to steer people away from scarcity, and towards growth.
Normalise learning and skill gaps: When we feel that leadership can relate to us, it makes us feel less alone. So, when leaders talk candidly about what they’re currently learning (or even where they’ve faced challenges) it sends a powerful message: learning is for everyone, not just those at the beginning of their careers.
Take Satya Nadella, CEO of Microsoft, who has publicly emphasised the importance of a “learn-it-all” mindset over a “know-it-all” one (via psychologist Carol Dweck, who coined this concept.)
In Nadella’s words:
“I read a book called Mindset. In there, there’s this very simple concept that Carol Dweck talks about, which is if you take two people, one of them is a learn-it-all and the other one is a know-it-all, the learn-it-all will always trump the know-it-all in the long run, even if they start with less innate capability.”
“I need to be able to walk out of here this evening and say, “Where was I too closed-minded, or where did I not show the right kind of attitude of growth in my own mind?” If I can get it right, then we’re well on our way to having the culture we aspire to.”
Tap into the power of microlearning: One way to encourage a growth mindset and steer away from a scarcity mindset is to make learning feel achievable. Microlearning is your best friend for this tip. When your learner is standing at the foot of a metaphorical mountain, looking up at the seemingly endless list of modules that they have to complete, it’s going to feel insurmountable.
But by breaking the learning (whether mandatory or extra-curricular) down into smaller, more manageable chunks, you start to make that climb feel a lot more attainable. Fun, even. And the world is your oyster. Quizzes, PDF’s, audio files… you’re not restricted by format; simply choose the one that makes the most sense.
When it comes down to it, the best way to help people feel ready for the future is to teach them future-ready skills. FOBO feeds on uncertainty, which is why giving people a roadmap is so important. Make it clear what the business needs and what the industry is moving towards.
Use skills frameworks to map future skills: Whether you tap into something established like SFIA (Skills Framework for the Information Age) or create your own, a framework helps to map out the capabilities your organisation needs now, and the ones it’ll need next.
It’s a powerful way to bring structure and visibility to what might otherwise feel abstract.
Provide personalised learning recommendations: Next, go beyond the one-size-fits-all approach, and use data to offer personalised learning recommendations. If a frontline manager is eyeing a leadership track, show them the skills they’ll need — and the learning that can get them there. Platforms powered by AI can be especially useful here, surfacing content based on skill gaps and personal goals.
Partner with the relevant teams to align learning with business strategy: Finally, work closely with your People teams. They have insights into everything from hiring trends to succession plans to long-term business goals.
By partnering with them, L&D can ensure learning isn’t happening in a silo; it’s directly aligned with where the business is heading. That alignment gives learners confidence that they’re building the right skills for the future, and that the organisation is invested in their long-term growth.
FOBO might be rooted in fear, but your response doesn’t have to be.
When professional development is made to feel doable, people tend to stop spiralling about what they don’t know and start getting curious about what they can learn. That’s where the real growth can begin.
Looking for an LMS that can support your organisation through change, and evolve as you do? Book a Thrive demo today.
Explore what impact Thrive could make for your team and your learners today.
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