Knowledge Work Is Dying—Here’s What Comes Next

It’s clear to many that we’re already stepping into the age of wisdom work. Every CEO Dan Shipper points to the rise of the allocation economy, where the advent of AI means everyone will become a manager: “You won’t be judged on how much you know, but instead on how well you can allocate and manage the resources to get work done.” Being a great man

If you want to change the world, you’ll need to be deeply connected with other humans. If you want to be a part of a high-performing team, you’ll need to be deeply connected with other humans.

The Harvard Study of Adult Development—the world’s longest-running longitudinal study, tracking people since 1938—found that the single strongest predictor of both happiness and physical health in old age was the warmth of participants’ close relationships. In fact, quality of connection at age 50 predicted health at 80 better than cholesterol leve

While people do grow attached to chatbots and develop bonds that soothe loneliness, these connections are fundamentally parasocial and transactional: The flow of care moves in one direction; AI has no skin in the game. Deep connection demands mutual, embodied relational presence—nervous systems coregulating through micro-expressions, tone shifts, a

Studies show that teams whose members feel safe to speak up learn faster and hit their targets more often. Google’s Project Aristotle, which set out to understand what made teams successful, found that of all variables studied, psychological safety was the number-one predictor of high-performing teams.

Connection: Vulnerability, impartiality, empathy, and wonder

The majority of us have been taught that connection is earned through achievement. We believe that once we become successful, smart, or generous enough, we’ll be worthy of connection.

But people don’t want you to be perfect. They want to be connected to you.

Discernment goes beyond what is true in the stacks of data. It is the ability to see things clearly and zero in on what matters.

What most people don’t realize is that your relationship with yourself sets the tone for everything else. If you don’t trust yourself, you won’t trust your team. If you shut down your own desires, you’ll feel resentful of

evidence suggests that piling on more data often hurts decision quality:

1. Too much choice stalls action. In the famous "jam study," shoppers presented with 24 flavors bought jam 3 percent of the time, while those offered just six flavors purchased 30 percent of the time—a 10-fold jump.


2. Information overload erodes well-being. Two-thirds of

Indeed, the two building blocks of a company are (1) decisions and (2) relationships. Emotional clarity underpins both of these. It’s why people like Altman hire me, because they see emotional clarity as “[o]ne of the most critical skills in a post-AGI world.”