As we edge closer to the New Year, it’s normal for people to look ahead. But this isn’t about setting resolutions or updating your LinkedIn profile. It’s actually the perfect time to be asking something much deeper: Who do I want to become?
This past year has shown us that we’re no longer in a race to be the smartest, most efficient, most organised, or even the most knowledgeable in the room. In a world where AI can do all of that – faster, cheaper, and at scale – those once-prized traits are no longer our differentiators…
So what does that leave us with? Maybe it’s a chance to be the kindest? The most strategic? The most curious? The most courageous?
This year, there’s been a noticeable pattern of people turning to AI tools before they turn to their managers. And while there’s nothing wrong with leveraging technology (in fact, I’m a big advocate for working smarter), it’s shifted the value equation.
Being indispensable is no longer about what you know but about what you bring, how you behave, and the ripple effects you create.
As we step into 2026, a year that’s guaranteed to bring even more change – more role shifts, restructures, and yes, unfortunately, more redundancies – it’s critical to ask: What value do I offer my team, my clients, or my business that AI can’t replicate?
A recent article by Roxanne Calder in The Age posed the question: Would this place function the same without me?
If the answer is yes, it might be time to rethink how you’re working.
The Shift in Value
For years, many of us have defined our worth by how efficient, productive, or knowledgeable we are. But the playing field has changed. AI can now outperform most of us in data analysis, organisation, and even drafting content. So if you’re still trying to out-efficiency the machine, unfortunately you’re playing a game you won’t win.
The real differentiators in 2026 aren’t about doing more, they’re about doing what only humans can do. It’s about showing up with integrity, offering judgement, bringing perspective, and making others feel heard, supported, and seen. That’s our human edge and where our value lives now. (Something I’ll be covering in my Masterclass tomorrow.)
The smartest organisations (like the 100+ people at Monash University I’ve worked with this year) aren’t just upskilling for AI. They’re investing in uniquely human strengths to future-proof their people. Because they know that emotional intelligence, trust-building, and adaptability can’t be automated.
Your competitive edge isn’t speed or knowledge anymore, it’s presence. The ability to build trust, create calm, empathise, make tough calls, and connect under pressure. These aren’t soft skills. They’re now our performance multipliers. And in 2026, they’re non-negotiables.
The answer isn’t in doing more, it’s in being more. (My whitepaper explores this in detail – if you don’t yet have your copy, click here.) And maybe that’s what we should be choosing as our story – becoming someone who matters not just because of our output but because of our impact.
Redefining Your Impact
Doing your job well is no longer enough. What matters now is the impact you create around you. Are you the person who others perform better because of? Do you raise the bar not just through your work, but through your presence?
These are the new markers of performance:
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People seek your judgement, not just your answers.
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You create ripples of energy, trust and optimism.
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You lead with emotional steadiness and help others find clarity in chaos.
Those who embrace this way of operating don’t just get better results, they become the kind of people others want to follow. When someone fully steps into their human advantage – calm under pressure, clarity in chaos, connection that inspires, I’ve seen the shift. And they recognise it too.
But this shift can’t fall on individuals alone. Organisations must urgently rethink what they recognise and reward. We’ve spent decades investing in technical capability, but not nearly enough in the human capability that now matters most in an AI-enhanced world.
If we expect people to show up with empathy, resilience, and ethical judgement – we need to recruit for it, develop it, and celebrate it – as these are now an organisation’s most valuable assets.
Creating more human workplaces starts with truly valuing humans.
We all have a story that brought us here. But the next chapter is yet to be written. And this might just be our once-in-a-lifetime opportunity to redefine who we want to be going forward.
Because the game has changed. And the opportunity is to become someone who isn’t just successful but significant.
This is about more than career progression, it’s about the legacy you want to leave, the fulfilment you seek, and the bigger game you opt to play.
So, who will you choose to become?
