48 MAGAZINE technological advancements, such as Artificial Intelligence and Virtual Reality, are changing how we work. Although it’s true that this has made certain jobs easier and faster to do, it has also meant people are no longer essential for certain jobs. This is why the new way of consolidating a good project team depends on the vision of its leader. Just a few years or even months ago, it would have been “futurist” to talk about what is now a reality. The future we have been talking about so much over the last 10 years is now. COVID-19 was an extremely radical catalyst, but it did us the favor of propelling us forward and force us to start living how we expected to be living in 2030 right now, in 2020. For this to happen, we need to give ourselves new skills and tools, but the first thing we should do is stop thinking they are just “soft skills” when they are actually essential skills. Noncognitive, socioemotional skills will enable us to perform all sorts of tasks, without needing to have studied them. Furthermore, a study conducted by researchers at the World Bank in 2018 reveals that the advanced development of noncognitive skills, including the five personality traits of extroversion, awareness, openness to experience, emotional stability, and kindness, are related to holding positions that will not be replaced by technology. The World Economic Forum speaks of the “4Cs” as the skills that differentiate humans from machines, robots and applications: Communication, creativity, critical thinking, and collaboration. I will finish by saying that, from now on, we must embrace the fact that commitment from all of us – and each worker – must be focused on this era of immediacy, flexibility, and adaptability. The future we have been talking about so much over the last 10 years is now. COVID-19 was an extremely radical catalyst, but it did us the favor of propelling us forward and force us to start living how we expected to be living in 2030 right now, in 2020