In an era where artificial intelligence is reshaping industries at unprecedented speed, Dr. David Oxley – author of Artificial Death of a Career – offers a timely reminder: the true threat to our careers isn’t technology itself, but our own complacency.
Through his discussion with Alan Hosking, Dr. Oxley unpacks the psychological, behavioural, and structural forces behind professional stagnation – and how we can reinvent ourselves before our relevance fades.
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Here are five insights from their conversation every HR leader and modern professional should take to heart.
1. Reframe AI as an Opportunity, Not a Threat to Your Career
Oxley emphasizes that AI isn’t inherently a job-killer but a prompt for self-reflection. He notes that while 70% of people fear AI will eliminate their roles, only 16% are actively engaging with it. The key is to shift from avoidance to experimentation. For instance, he suggests starting with tools like ChatGPT or open-source models to demystify AI, revealing its flaws and making it feel like just another gadget. This mindset hack turns uncertainty into excitement, much like eagerly trying a new iPhone or flying on a cutting-edge aircraft.
In essence, AI “isn’t coming for your job—it’s coming for your assumptions,” urging professionals to stay proactive rather than complacent.
2. Combat Career Autopilot by Embracing Uncertainty and Novelty
As careers progress, life complexities – such as family responsibilities or aging parents – often lead to autopilot mode, where enthusiasm for new challenges wanes. Oxley cites research from the University of Cambridge showing that uncertainty activates brain areas linked to pain and anxiety, explaining why humans naturally shy away from it. However, he argues this is the wrong response in an AI-driven world. To counter it, he recommends “behavioral hacks” like safe experimentation and reframing changes as paths forward. By tapping into our innate curiosity – evident in our eagerness for new experiences outside work – individuals can reignite that youthful drive, turning potential threats into avenues for growth and relevance.
3. Rethink Traditional Education and Career Paths for a Dynamic Future
The classic advice of pursuing a four-year college degree followed by a stable corporate job is increasingly outdated, according to Oxley. AI and technology are “removing rungs from the career ladder,” creating gaps in hierarchies and making progression harder. He highlights alternatives like short coding courses that can lead to high-paying roles, noting that AI tools now assist with tasks like programming. Looking ahead, he predicts a shift toward “T-shaped” careers: deep expertise in one area combined with broad, adaptable knowledge across domains. With the internet creating a billion more jobs since the 1990s, Oxley dismisses “job apocalypse” fears but stresses the need to avoid assumptions about guaranteed paths, favoring plurality and multitasking over linear trajectories.
4. Prioritize Behaviors Like Curiosity and Empathy Over Rigid Skills
For HR professionals scouting talent, Oxley advises focusing on behaviors rather than just technical skills. He references a CIPD study highlighting “very human skills” such as curiosity, forward-thinking, and positivity. In an AI-augmented world, where tools provide quick access to expert knowledge, being a “Jack of all trades” becomes an asset. He also underscores emotional quotient (EQ) as trainable through practices like active listening and perspective-taking, though it requires organizational reinforcement – rewarding collaboration over cutthroat ambition. Empathy, he clarifies, isn’t a step-by-step skill but a quality fostered in supportive cultures, helping teams connect dots across disciplines and adapt to change.
5. Foster Adaptable Organizations by Breaking Down Hierarchies and Silos
Large organizations often hinder innovation through rigid structures and silos, Oxley observes, drawing from his experience in an 80,000-employee firm. He advocates for agile, boundaryless setups with cross-functional, cross-generational teams – akin to consulting sprints – to unlock value. HR’s role as custodians of outdated systems is a major constraint; instead, they should encourage plurality, where young talent isn’t confined to narrow roles. Referencing Gary Hamel’s Humanocracy, he suggests focusing on value-creating teams over bureaucracy. Change is toughest when things are “OK,” but necessity or strategic shifts can drive it, creating collaborative environments where empathy and adaptability thrive.
Oxley’s insights, rooted in his book series aimed at individual empowerment, remind us that career success isn’t about promotions or pay rises but personal fulfillment and adaptability. In an era where AI accelerates change, these principles offer a roadmap for professionals and organizations alike to thrive rather than merely survive.
AI may be automating processes, but the future of work still depends on the distinctly human – our ability to adapt, empathize, and connect.
Dr David Oxley is a Co-Founder of Drs Schuster and Oxley advisor, investor, and co-author of the award winning Shey Sinope career advice book series.
