We are living through one of the most profound changes in how we work since the Industrial Revolution. The shift didn’t happen overnight, but in recent years, it’s become impossible to ignore. Technology, remote work, automation, and changing workforce expectations are all reshaping what it means to have a job, run a business, or lead a team.

I’ve had the privilege of working in different industries and building teams across healthcare, real estate, and other sectors. Through it all, I’ve seen how the future of work isn’t some distant concept—it’s happening now. And for leaders, the real challenge is not just to react to these changes, but to guide their people through them with clarity and purpose.

Let me share my thoughts on where I see things heading, and how I think we as leaders need to adapt if we want to succeed in the long term.

The Office Isn’t Dead—But It’s Different

One of the biggest debates in the business world has been about remote work. Is it here to stay? Will people ever go back to the office full-time? I think we’re asking the wrong question. The real question is: what kind of work environment brings out the best in your team?

For some people, that’s the energy of an in-person team. For others, it’s the focus and flexibility of working from home. And for many, it’s a mix of both. The future of work isn’t about one-size-fits-all policies—it’s about building flexible systems that support productivity and well-being, regardless of location.

In my own work, I’ve leaned into hybrid approaches. We’ve found that when you trust your people and give them the tools to collaborate and communicate, they rise to the occasion. But it’s also important to stay connected. Culture doesn’t happen on Zoom calls alone. You have to be intentional about how you bring people together—digitally or in person.

Skills Over Resumes

Another big shift I’ve seen is in how we evaluate talent. The traditional resume isn’t dead, but it’s no longer the best predictor of success. In a fast-changing world, adaptability, creativity, and emotional intelligence matter just as much as credentials.

I’ve interviewed and hired people who didn’t have the most polished resumes, but they had grit, curiosity, and a willingness to learn. Those are the people who thrive when things change—because they know how to adjust and figure things out.

This mindset shift also affects how we train and promote people. Instead of focusing only on experience, we need to invest in skills—especially soft skills. Leadership, communication, and problem-solving can’t be taken for granted anymore. These are the traits that define great teams, no matter the industry.

Automation Isn’t the Enemy

There’s a lot of fear around automation and AI, and I get it. No one wants to feel like their job is at risk because of a machine or a software program. But here’s how I look at it: automation isn’t replacing people—it’s replacing tasks. And that’s not a bad thing.

When we automate repetitive or low-value tasks, we free up people to do more meaningful work. We let them focus on what humans do best—thinking creatively, connecting with others, solving complex problems.

Of course, automation brings challenges, especially for industries that rely heavily on routine labor. But it also creates opportunities. The key is reskilling and upskilling. We need to give people a path forward, not just a pink slip. As leaders, we have a responsibility to help our teams grow with the technology, not be left behind by it.

The Human Side of Work Still Matters Most

With all the talk about digital transformation and AI, it’s easy to forget that the heart of every business is still people. And as the workforce changes, so do people’s expectations. Today’s employees want more than just a paycheck. They want purpose, flexibility, and a sense of belonging.

That’s not a trend—it’s a reality. If we want to attract and keep great people, we need to build workplaces where they feel seen, supported, and challenged. That means better communication. It means leaders being open to feedback, willing to evolve, and ready to create space for growth.

Personally, I try to lead with transparency. I want my teams to know not just what we’re doing, but why we’re doing it. I’ve found that when people understand the bigger picture and feel like they’re part of something meaningful, they give their best—because they want to, not because they have to.

The future of work is exciting, but it’s not without its challenges. We’re being asked to rethink long-held assumptions about what work looks like, how teams function, and how success is measured.

For leaders like me, that means staying humble and curious. It means listening more than talking, and being willing to try new things, even if they don’t work the first time. The businesses that thrive will be the ones that adapt—not just to technology, but to people.

As we move forward, I believe we’ll see a more human-centered approach to work. One where flexibility, purpose, and trust are the cornerstones of high-performing teams. I’m excited to keep building toward that future—not just for my businesses, but for the people who help make them successful every day.