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2025 BUSINE SS PROFILE S | HARTFORD BUSINE SS JOURNAL 17 PHONE: (203) 723-9888 WEBSITE: CONNEC TICUT.DALEC ARNEGIE.COM TOP EXECUTIVE: BOB DICK SON, PRESIDENT PRODUC T OR SERVICE: PROFESSIONAL DEVELOPMENT AND EXECUTIVE COACHING FOCUSED ON LE ADER SHIP, COMMUNIC ATION, SALES, PRESENTATIONS, AND INTERPER SONAL SKILL S TO ENHANCE BUSINESS PERFORMANCE AND PER SONAL GROW TH YE AR FOUNDED: 1912 W e are living in an era of unprece- dented technological change. e rapid evolution of artificial intel- ligence is reshaping industries, automating processes and transforming the way we work. While these technologies un- doubtedly make life more convenient, there's one common frustration that persists: How often have you found yourself shouting at the phone or typing furiously into a chat box, "I just want to speak to a human!"? Five years after the pandemic, we are see- ing a resurgence in the demand for human interaction. Across all industries, leaders and individuals are emphasizing the importance of meaningful human skills and connection. In fact, a Dale Carnegie survey showed that three-quarters of employees feel that soft skills are the key to staying relevant. While there is a perception that AI and au- tomation will replace jobs, the research sug- gests otherwise. With an ageing population and a looming talent shortage, the demand for human-centric skills is actually increasing. A recent study by the World Economic Forum predicts that while technology will displace The Human Advantage: Why People Matter More Than Ever in the Age of AI some jobs, it will create even more, particu- larly in roles requiring interpersonal skills, creativity and problem-solving. AI can han- dle repetitive tasks, but it cannot replicate emotional intelligence, empathy or critical thinking – qualities that define human con- nection and leadership. Bob Dickson, president of Dale Carnegie Connecticut, stresses this point: "Don't be fooled by the term 'soft skills.' at does these critical capabilities a huge injustice. e rate of technological change is so rapid that traditionally labelled 'hard skills' can quickly become obsolete. In contrast, 'soft skills' such as critical thinking, effective communication, adaptability, leadership, teamwork and emotional intelligence are not only transferable but are key differentiators in the modern workplace. ese skills build trust, drive collaboration, and ultimately set individuals and businesses apart." Investing in Human Potential e great news is that these skills can be taught and developed. Dale Carnegie is probably best known for his book "How to Win Friends and Influence People," but since 1912, it has also been a world-renowned training organization, with over 10 million participants worldwide, training in more than 80 countries and 30 different languages. "While our training methods continual- ly evolve, our principles remain the same: People are your greatest asset, and invest- ing in their growth not only enhances their skills, confidence and well-being, but also strengthens workplace engagement and long-term success," Dickson said." As Dale Carnegie once said, 'People support a world they help create.'" Professional Development as a Responsibility Looking after an employee's and our own well-being includes continuous develop- ment. Just as we invest in a personal trainer to maintain our physical health, we must do the same for our professional growth. Ongo- ing learning, coaching and training should not be seen as optional but as a fundamental responsibility shared by both managers and individuals. e businesses that recognize this will not only build stronger, more re- silient teams but will also thrive in a future where human skills remain the most valu- able asset of all. Scan this QR code to learn more about Dale Carnegie or visit www. dalecarnegie.com