Fit For the Future

It’s easy to keep doing what worked in the past, but that comfort can quickly become irrelevance. Look at libraries — which where once silent spaces for reading, but are now vibrant community hubs full of energy, events, and connection. They didn’t change just for the sake of it; they changed because the world changed around them. And, to their credit, they reinvented themselves to stay relevant and useful. Is that true for you, your team, and your organisation? If you’re still operating with yesterday’s mindset and behaviour, you’re falling behind.https://swiy.co/go-letting-goAs we're coming up to the end of the year and looking ahead to 2026, can you truly say your business or organisation — maybe even your industry or sector — is fit for purpose for the future?I was in Melbourne last week, running a workshop for a group of libraries about how to build a culture of change and innovation.I told somebody about this a few weeks ago, and he said,“Libraries? Why do libraries have to be innovative?”And I said,“Have you been to your local library recently?”Libraries are so different from the way they were when I was at school and uni! You might remember those days, when you had to be completely silent in a library. Even a whisper earned you an angry “Shhh!” from a librarian or another patron.Now, libraries have completely transformed into community hubs. People can speak, shout, and run around. Students go in for study groups. Pre-school kids have fun activities and sing-songs. Guest speakers run presentation for the community. My local library recently invited students from a local school to sing Christmas carols.So, yes, libraries have changed. But not just because they felt like it. It's because the world changed.In the past, when libraries – and books – were a key source of information and knowledge for their community, it was important to be quiet so you respected other patrons.Now, books are still relevant, but they are no longer the main source of information for most people. So, libraries have evolved to provide other services for the community. Because of that change, libraries today are still relevant, valuable, and attractive to their customers.Is that true of YOU as well?I see so many organisations – and even entire sectors – still operating in a way that worked in the past, but is no longer fit for purpose for the future.When the world was changing more slowly, what you knew in the past would serve you well going forward. But increasingly, that’s no longer true.I’m not saying everything in the past is irrelevant, but everything in the past is not AUTOMATICALLY relevant.One of the most important future-ready skills we need is the skill of letting go. It's not just about learning, but “unlearning” as well. In your personal life, in your professional role, and in your workplace.I’m going to talk more about this in my upcoming online presentation about future-ready skills. It’s free, it’s public, and it’s open to everybody. Please register, and invite others in your team and network as well.I’ll see you in the future.Register for the virtual masterclass:https://swiy.co/go-letting-go

When uncertainty rises, performance often drops – but it’s not just about risky, it’s about whether you feel in control. A surprising psychology study using electric shocks and virtual snakes shows that people are more stressed when they can’t predict outcomes, even if the danger doesn’t increase. That means building mental agility and a sense of agency are key to staying resilient in unpredictable environments.https://swiy.co/go-snakes-under-rocksLast week, I was speaking at the Financial Advisers Association of Australia National Congress, talking about being fit for the future – especially about being able to manage uncertainty and still perform well.It’s obvious that people do worry about their future, and also that it affects their performance. But you might be surprised to know what contributes most that stress.In 2016, researchers conducted an experiment to measure the relationship between stress and uncertainty. They designed a computer game where participants were asked to turn over rocks on the screen, and were given a mild electric shock if there was a snake under a rock. The researchers could change the game in two ways: Increase the danger by placing snakes under more rocks, or increase the uncertainty by moving the snakes between each turn.As you would expect, participants felt more stressed when there were more snakes. But they felt even more stressed if they didn’t know whether a “safe” rock might have a snake under it next time. They would rather face a dangerous environment with more snakes, as long as they felt confident they could eventually determine their location.In other words, they were more stressed by uncertain outcomes than predictable negative outcomes.This is true for all of us. We’ve been through a lot of disruption and change – five years ago, it was COVID, now it’s AI. Tomorrow? Who knows?One of the key skills for the future is the ability to be adaptable and flexible. Like it or not, that IS our future. And we need to manage a world full of change, uncertainty, crisis, and chaos.I’ll be talking about that, and other future-ready skills, in my upcoming online presentation. It’s free, public, and open to everybody. So please register – and invite your team and network as well.I’ll see you in the future.Register for the virtual masterclass:https://swiy.co/go-snakes-under-rocks

As a leader, you must ensure you provide – and continue to provide – AI education and literacy in your workplace. The real risk is not in the technology, but in the lack of education about using it. When you introduce AI into your workplace, you must also include professional development for your team to build the right mindset, skills, and practical knowledge about using it.https://swiy.co/go-education-before-automationAs we’re nearing the end of 2025, I wonder whether you feel you and your team have the right skills to be ready for 2026 – and beyond?The ABC website recently published an article about ACM – Australian Community Media – using AI to assist their journalists – in writing and editing stories, checking them for legal issues, and so on. The story led with this headline:“Staff in regional ACM newsrooms concerned about rollout of generative AI model”The article quoted a journalist who had used AI (Google Gemini) to help write an article (nothing wrong with that), reviewed it (good!), but was shocked to find it contained factual errors. The article goes on to quote her union representative, who stood up for her, saying:“That journalist caught it, by doing the fact checking, but had they not, it obviously would have been a disaster. Not only for the journalist, but also for the person who had been wrongly accused.”As I was reading that, I thought, “Well, d’uh! Journalists being asked to do fact-checking? Isn’t that what they are SUPPOSED to do???”Whether they ask somebody on the street, interview a politician, or ask AI, fact-checking is a basic part of journalism. It should be just part of the automatic response to any information before publishing.The problem here is not with the journo – who in fact did the right thing.The problem is with her union rep, who was outraged by AI’s (lack of) “intelligence”.And the problem is also with the ABC, who considered it newsworthy to report on somebody doing their job!And obviously, the REAL problem is the lack of basic understanding about AI – from employees, managers, and our national broadcaster.This is a problem not only in the media, but in organisations everywhere. People are being given access to AI without appropriate education and training on what it can do, what it can’t do, and how to use if effectively, safely, and responsibly.Whether you call it AI literacy or digital literacy, this is a key skill for the future. Young people get it, but many others don’t.There are many people in roles now who knew how to operate effectively in the past, but the world has moved on, and they might no longer be fit for the future. That’s why it is up to all of us – especially leaders and managers – to educate and provide appropriate professional development, so we develop the skills for the future.For more about this, join my online presentation soon about future-ready skills.Register for the virtual masterclass:https://swiy.co/go-education-before-automation

In a world full of data, noise, and information overload, a key skill for the future – for yourself, your team, and others in your community – is you ability to make sense of it all. This is the skill of sense-making, and it helps you absorb, filter, and share what matters now and for the future.https://swiy.co/go-make-it-make-senseHow good are you at making sense of the world for yourself and others?A few weeks ago, I was in Byron Bay, speaking at a sales conference for a large tech company, and this client wanted me to help their top salespeople engage more with their customers through stories. They were particularly interested in stories about AI, but they were happy for me to share some storytelling skills more broadly.I love the fact they were focusing on storytelling, because that’s still one of the best ways to engage with people and enhance customer relationships. As a salesperson, it’s too easy to obsess about products, benefits, and features; but it’s the stories that capture, captivate, and remain memorable long after you leave the room.Storytelling is part of the future-ready skill of sense-making.The Institute for the Future and other futurist organisations have identified sense-making as a key skill for being future-ready. It has two parts.First, sense-making is about being aware of what’s happening in your world – full of data, information, overwhelm, limited time and attention – and “making sense” of it, so you can absorb, filter, and prioritise what’s relevant and meaningful.The second part of sense-making is then sharing that with others – through stories, data, facts, research, and other methods – in a way that doesn’t overwhelm them, but is meaningful, relevant, and engaging.Either of these components is valuable in its own right. Together, they make sense-making a superpower for the future.For more about this and other skills for the future, join my final public presentation for the year, which is coming soon. It’s for everybody – not just leaders – so please register and extend the link to others in your team and community.Register for the virtual masterclass:https://swiy.co/go-make-it-make-sense

Your customers know what they need next – but maybe you’re not paying attention. Shifting expectations, subtle frustrations, and new aspirations are all signals that can shape how you evolve your products, services, and experiences. To stay competitive, meaningful, and relevant in the future, focus on solving your customers’ problems and helping them achieve their goals.https://swiy.co/go-future-signalsAre you listening to what your customers are telling you about the future?I was in beautiful Hobart last week, speaking to a retail franchise group about what the customer of the future looks like, what they should be doing to engage more with them, and how to stay competitive in a crowded market.I love that they are very customer-focused – and truly customer-centric. Their slogan is, “Make your customer’s day”. So they are always looking outwards to see what they can do to enhance their customer experience and improve their customers’ lives.When I finished my presentation and was waiting for my ride to the airport, I was sitting in a little cafe and I saw a sign that said:“This is the sign you’ve been looking for”How appropriate!When I was talking about the customer of the future, I made the point that you should always be looking for the signs your customers are giving you about what they want. And then look beyond your current customer to explore what other customers you might attract in the future.As a futurist, I’m often asked: What’s the number one, most important thing we should be doing to be future-ready?And I always say this:Solve your customer’s problems.It’s easy to get caught up in everyday work, the crisis of the day, operational stuff, and other internal issues. But if you’re not solving your customer’s problems, they’ll find somebody else who is.So make this your number one goal: Ask your customers what matters to them. Look for the signs. Listen to what they’re saying. Then do whatever you need to do to help them get where they want to go.For more, download my worksheet about solving your customers’ problems. Your customers HAVE changed – but have you?Download the worksheet:https://swiy.co/go-future-signals

You might think it’s OK to be cautious with AI, but there’s a risk of being TOO cautious – waiting for the perfect tools, the perfect policies, the perfect rollout. But whle you’re waiting, smaller, more agile organisations are experimenting, learning, and sprinting past you. You don’t have to be reckless, but you do need to make space for trying, failing, growing, and trying again.https://swiy.co/go-the-ai-readiness-gapAre you willing to risk it all for AI?I’m not talking about falling in love with an AI chatbot! I’m talking about your role as a leader.I recently ran a small-group workshop about AI for leaders – from different industries, sectors, sizes, and roles. You might think the bigger organisations would be way ahead, but the opposite is true.The larger organisations – with deep pockets, dedicated IT teams, and many, many more resources – were lagging.Why? Because they were taking a slow, cautious approach.Why? Because they think they have more to lose.Market share.Reputation.External regulation.Internal status and power.On the other hand, the smaller businesses tend to be much more proactive with adopting AI. They’ll try an AI tool and, if they don’t like it, they’ll drop it and try something else.They have some informal guidelines, and build policy on the fly.There’s no question a smaller business is more fragile. They might rely on a few products, a few key staff, a few important customers, or one business model.But when you’re fragile, you can also be more agile.Larger organisations, on the other hand, have much more buffer against problems. Even when things change a bit, they can stay steady.But if you’re too steady, you won’t be ready.Especially with something like AI.You can’t wait for the perfect tech.Or the perfect policy.Or the perfect training.You can’t policy your way into AI!AI is so new and moving so quickly you must be willing to be a bit more fragile.Don’t be reckless, but don’t get stuck either.Be more agile, like a small business or a startup, but also leverage your assets and resources to accelerate the experience curve.For more, join my free public online presentation this week, where we look at this and some other issues for leaders as you’re looking at leveraging and embracing AI.Register for the virtual masterclass:https://swiy.co/go-the-ai-readiness-gap

The biggest risk with using AI in your team is not the technology, but how you use it. Deloitte discovered recently how badly things can spiral out of control when they use AI-generated content without doing even basic checks. This should be a lesson for all leaders: Embracing AI is important, but you also need the right education, oversight, and mindset to avoid getting it wrong.https://swiy.co/go-the-deloitte-ai-scandalYou might have seen the recent story about Deloitte caught cheating in a half-a-millon-dollar consulting report it created for an Australian government department.Deloitte’s consultants used AI to research and generate some of the report. Nothing wrong with that. But then it didn’t do even the most basic fact-checking about the AI-generated content, and released the report riddled with errors. Specifically, some of the references cited in the report simply didn’t exist, and others did exist but didn’t say what Deloitte claimed they said.When they were caught out, Deloitte claimed these AI “hallucinations” didn’t change the report’s recommendations.But that’s no excuse!The fact that some of the references didn’t even exist shows Deloitte didn’t even bother reading those references. They weren’t using AI as a research tool. It’s hard not conclude they they were just using this AI-generated content to bulk up the report and make it look more authoritative.Deloitte has apologised, and apparently they are returning some undisclosed portion of their fee. We don’t know how much, even though as taxpayers, we should be told. But the government is refusing to say.This is not just a Deloitte problem.It’s a major problem for many leaders and organisations trying to use AI now.You absolutely SHOULD be using AI as a research assistant. I do that all the time, and it saves me hours of Google searches and other research.But it’s only a starting point. It’s an assistant. You then need to apply your own human expertise to the artificial intelligence.That might sound obvious, and yet many people in many workplaces don’t get it.And it’s not their fault.Many organisations and leaders are giving their people access to AI without anywhere near enough education and professional development. Sometimes there’s none at all!I’m stunned at how few organisations are providing the appropriate level of education for one of the most powerful tools available in workplaces now! AI is not just the future – it’s with us right now! So, that education is crucial.If you’d like to know more about this, join my free public online presentation next week about AI for leaders – for 2026 and beyond. And please invite other leaders in your team and network as well.Register for the virtual masterclass:https://swiy.co/go-the-deloitte-ai-scandal

You and your team are probably already talking about AI – with each other, customers, and friends and family. What really shapes these conversations is not the technology, but the stories. Whether it’s robotic dogs helping residents in aged care, AI stopping bank scams, or AI contributing to climate change, the stories you share influence how your team feels about AI and how ready they are to embrace it.https://swiy.co/go-your-ai-narrativeAs a leader, what stories are you telling about AI in your team?I was speaking recently at a sales conference for a large technology company in Australia. My client wanted me to talk to their salespeople about AI – and in particular, they wanted me to share interesting stories about AI they could share with customers.I was impressed they were looking at AI this way. These top-performing salespeople already have the technical knowledge to talk about AI from a tech perspective. And they have the sales skills to craft good sales conversation. But they also realised the value of stories in capturing attention and delivering key messages.This is true not only in sales conversations but in every conversation happening with your team right now. They are already talking about AI between themselves, to their peers, to friends and family, and even to customers and other external stakeholders. And they are not talking directly about the AI technology, but sharing stories about its impact.So, what stories are YOU telling about AI?With this group of salespeople and account managers, I shared many AI stories – across many industries and sectors – and coached them on how to use these stories in their conversations.Some were about the positive impacts of AI – for example, robotic dogs helping residents in aged care homes by giving them additional companionship. Or stories of AI stopping cyber-hackers. Or AI alerting bank customers of scanners. Or AI in the public sector improving communication between government and the public.There are also stories about the dangers and risks of AI – such as AI “hallucinating” to make up case studies in consultants’ reports. Or the impact of AI use on climate change. Or cyber-hackers using AI to infiltrate secure systems.Whether positive or negative,these stories shape the way people think about AI.What stories are you telling about AI? Choose stories that reinforce the messages you want to share, so you can bring your people along on the AI journey.For more about bringing people on the AI journey, join my next free public online leadership presentation about rethinking AI for 2026 and beyond.Register for the virtual masterclass:https://swiy.co/go-your-ai-narrative

You’ve probably heard the hype about AI taking everybody’s jobs – but the reality is more nuanced. AI will affect almost every job, but it won’t replace most of them. About one in ten roles might disappear, but the rest will evolve, and that evolution depends on how well you support your people. As a leader, it’s part of YOUR job to make sure your team keeps up with using AI effectively – so you can stay ahead.https://swiy.co/go-999-jobs-in-1000Are you worried about AI taking over your job?Are your employees worried about AI taking over their jobs?As a leader, you should be thinking seriously about the impact of AI in your work and in your workplace.A recent report from investment bank Barronjoey said only one job in 1000 – in Australian workplaces – won’t be affected by AI and automation. That means 999 jobs out of every thousand will be affected – including most in your team and organisation.That doesn’t mean all those jobs will be replaced by AI – in fact, the report goes on to say that about 10% will. So that’s good news for most jobs and most employees, because AI will augment and help them in their job, not replace them altogether.But it also puts the responsibility back on you to help those people work with AI.I feel that I shouldn’t even need to be saying this!But most employees are just not using AI well – because their employers haven’t invested in that education.That’s crazy, right?I mean, you do provide sales training to your salespeople, don’t you?And customer service training to your front-line staff?And leadership training to your leaders?So why aren’t you investing in training, coaching, mentoring, and other professional development in something that’s already affecting 999 out of 1000 jobs???It’s good for you, it’s good for your team, and it’s good for the organisation.That’s part of your responsibility as a leader. And if you don’t provide that education, make no mistake – they will find somebody else who does.If you’re interested in more about this and other issues you should think about as a leader in the AI age, join my next online presentation – and invite others in your team and network as well.I’ll see you in the future.Register for the virtual masterclass:https://swiy.co/go-999-jobs-in-1000