The Skills You’re Not Building, But Should Be: The Killer Skills of Tomorrow
In an age where technology is advancing at breakneck speed and uncertainty has become the norm, organizations are realizing something profound: It’s not the technical skills that will define the future, but the power skills—the human skills that AI can’t replicate and that drive innovation, resilience, and adaptability.
Most organizations are already investing in skills like collaboration, communication, and emotional intelligence. But in today’s complex and unpredictable world, it’s time to ask: What are the skills we’re not building, but absolutely should be?
The answer lies in three transformative, yet often overlooked, skills. These are the “killer skills” of tomorrow, the ones that will future-proof your business and elevate your teams from good to exceptional.
1. Cognitive Flexibility: Thriving in Complexity
Cognitive flexibility is the ability to adapt your thinking to new information, challenges, or perspectives. In an unpredictable world, it’s what allows leaders and teams to pivot, experiment, and problem-solve without getting stuck in old ways of thinking.
Why It Matters:
The pace of change is accelerating. According to the World Economic Forum, 50% of employees will need reskilling by 2025, largely because of technological advancements.
Complexity is the new normal. Cognitive flexibility equips teams to navigate ambiguity, synthesize diverse viewpoints, and find solutions in fast-changing environments.
Proof in Action:
When LEGO faced declining sales in the early 2000s, it could have doubled down on traditional strategies. Instead, its leaders demonstrated cognitive flexibility by embracing new ideas, including collaborations with movie studios and fan-driven innovation. The result? A $55 billion turnaround and a resurgence as one of the most beloved brands in the world.
How to Build It:
Introduce “perspective-shifting” exercises where teams analyze problems from different roles or viewpoints.
Train leaders to question assumptions and seek out alternative solutions.
Encourage experimentation and reward learning from failure.
2. Systems Thinking: Seeing the Bigger Picture
Systems thinking is the ability to understand how different parts of a system interact and influence one another. It’s about seeing the connections between processes, people, and outcomes, and understanding the ripple effects of decisions.
Why It Matters:
Organizations are more interconnected than ever. Remote work, global supply chains, and digital transformation mean that small changes can have wide-reaching impacts.
AI amplifies complexity. Leaders must manage not just the immediate effects of technology but also its long-term social, ethical, and operational consequences.
Proof in Action:
In the 1980s, Toyota revolutionized manufacturing with its lean production system. By applying systems thinking, Toyota identified inefficiencies across its supply chain and integrated processes to eliminate waste and improve quality. This approach gave it a competitive edge that many automakers still struggle to replicate.
How to Build It:
Use case studies to teach employees how decisions in one area affect the entire organization.
Develop cross-functional training programs that expose teams to different parts of the business.
Facilitate workshops that map out complex systems and explore cause-and-effect relationships.
3. Sensemaking: Turning Ambiguity into Action
Sensemaking is the ability to interpret complex and ambiguous situations, extract meaning, and chart a clear path forward. It’s a skill that combines critical thinking, intuition, and emotional intelligence to make sense of uncertainty.
Why It Matters:
Data is abundant, but insights are scarce. Leaders are drowning in information but need to sift through noise to find actionable insights.
Crisis management requires clarity. Sensemaking is crucial for making sound decisions in high-pressure situations where there’s no obvious right answer.
Proof in Action:
During the early days of the COVID-19 pandemic, New Zealand’s Prime Minister Jacinda Ardern demonstrated exceptional sensemaking. By clearly communicating risks, implementing decisive measures, and adapting policies as new information emerged, she not only contained the virus but also built trust among citizens.
How to Build It:
Teach scenario planning to prepare teams for multiple potential outcomes.
Incorporate decision-making exercises where leaders must interpret incomplete or conflicting data.
Encourage reflective practices, like journaling or team debriefs, to make sense of past experiences.
Why These Skills Are the Future
Cognitive flexibility, systems thinking, and sensemaking aren’t just soft skills—they’re survival skills. They empower organizations to:
Navigate rapid change and uncertainty.
Innovate by connecting ideas and identifying opportunities others miss.
Build cultures of agility, resilience, and adaptability.
The Business Case
In a Hart Research Associated survey of 501 business executives, 78% said that critical thinking/analytic reasoning is the most important skill they want in their employees, but also added that only 34% of college graduates arrive well prepared in critical thinking.
Developing employee’s critical thinking skills and giving them the time to use them is a strategic must-have. Think of Google. Founders Larry Page and Sergey Brin were so serious about their 20% time policy that they put it in their IPO letter. That personal investment in creativity and innovation was responsible for the creation of Gmail.
Unlocking Tomorrow’s Potential Today
In a world of AI, automation, and constant disruption, the skills that make us uniquely human are more valuable than ever. Building teams that are cognitively flexible, systems-oriented, and skilled in sensemaking isn’t just about preparing for the future—it’s about thriving in the present.
The organizations that prioritize these skills will do more than adapt—they’ll lead. They’ll create environments where people don’t just perform but innovate, where challenges become opportunities, and where potential is truly unlocked.
So, ask yourself: Are we building the skills of tomorrow—or just the skills of today?
The future is waiting. Let’s build it together.