Humility Is the New
Human Excellence in
the Smart Machine
By Edward D. Hess
and Katherine Ludwig
Within 15 years, roughly half of all jobs
will be automated, research suggests.
What will that mean for the workforce
of the future? This book explains that it
will change our definition of what makes
people smart. The “new smart” will be
about how you think and relate to other
people rather than how much you know,
according to Edward D. Hess, a profes-
sor at the University of Virginia’s Darden
School of Business.
For HR professionals, preparing
for the smart machine age will include
prioritizing a new set of skills in their
workforces as well as transforming their
own roles, including:
• Shifting from a compliance-based
approach to becoming more adept at
• Developing a more data-driven hiring process that will be more detailed.
Staffing decisions will be largely
consensus-driven, and hiring teams
will assess candidates for open-mindedness, resiliency, a willingness to be
wrong and innovative thinking.
• Providing feedback to employees on
a daily basis and after every meeting, as
well as documenting performance each
step of the way.
“Conflict is energy. Conflict is unavoidable. The only real
question is: What will you do with the energy created by
—Nate Regier, Conflict Without Casualties: A Field
Guide for Leading with Compassionate
Accountability (Berrett-Koehler, 2017).
—Compiled by Desda Moss
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Fearless at Work: Achieve
Your Potential by Transforming Small Moments
into Big Outcomes
By Molly Fletcher
Molly Fletcher knows a
thing or two about being a game changer.
She spent t wo decades as one of the
world’s few female sports agents, working
with hundreds of athletes, coaches and
media personalities before founding her
own company in 2010.
In her latest book, Fletcher explores
the notion that our fears hold us back from
being our best. She provides play-by-play
insights and field-tested strategies that
show how to:
• Defeat toxic thinking and push beyond
your comfort zone to embrace new challenges and achieve your stretch goals.
• Prepare to seize the moment when
opportunity presents itself.
• Shrug off the fear of failure and stop
worrying about what other people think.
“It takes awareness, it takes work, and
it takes determination—but in the end,
conquering your fear is a choice,” Fletcher
5 Steps for Setting
New Leaders Up for
By Sharlyn Lauby
to management with-
out first setting them up for success is
one of the worst mistakes leaders can
make, says Sharlyn Lauby, SHRM-SCP.
While leadership and manage-
ment development programs give new
managers some guidance, an effective
onboarding program can do even more
to accelerate their transition, Lauby
Here are five things to remember to
do when creating a manager onboarding program:
• Conduct an organizational assessment. You might be surprised by what
• Use a systemic approach for developing content materials.
• Get buy-in from existing managers.
Consider using them as a pilot group.
• Start small and grow the program
• Let program evaluations drive future
iterations of the program.
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