Being Human Is Not the Floor. It's the Ceiling.

Key Takeaways

• Women in Sierra Leone adapted Ebola burial rites with gloves, preserving dignity
• Toraja people keep deceased at home, treating them as 'sleeping' relatives
• COVID forced remote mourning, highlighting loss of physical comfort
• Global adaptability means showing up, not just following checklists
• Hirji’s upcoming book outlines seven human skills for the AI era

Pulse Analysis

The pandemic and past epidemics have shown that cultural rituals around death are not static procedures but living expressions of community identity. In Sierra Leone, women preserved the “love touch” by layering protective gear, while the Toraja of Sulawesi keep ancestors at home, treating them as “sleeping” relatives. These adaptations illustrate a form of global adaptability that goes beyond checklist compliance; it is the willingness to enter unfamiliar terrain, respect local meaning, and modify tools without abandoning core human connection. For leaders navigating AI‑driven workplaces, the lesson is clear: technology must serve, not replace, the nuanced human practices that bind teams together.

The COVID‑19 lockdown amplified the pain of missing physical comfort, turning Zoom funerals into a hollow substitute for a hug or shared meal. This collective experience revealed a broader deficiency in many organizations: a lack of trained human skills to manage grief, uncertainty, and cross‑cultural interaction. Rahim Hirji’s forthcoming book, SuperSkills: The Seven Human Skills for the Age of AI, positions global adaptability as one of those essential capabilities. By framing adaptability as a skill that can be cultivated through deliberate practice—rather than an innate trait—Hirji bridges the gap between AI efficiency and the empathy required for resilient teams.

Companies that invest in teaching global adaptability gain a competitive edge as AI automates routine tasks. Training programs that simulate high‑stakes, culturally diverse scenarios enable executives to practice showing up, listening, and adjusting protocols without losing the human core of a decision. Such competence reduces friction when deploying AI tools across borders, improves employee well‑being, and safeguards brand reputation during crises. As the book’s release approaches, organizations should consider bulk orders for leadership cohorts, integrating the seven human skills into their development roadmaps. The payoff is a workforce that leverages AI while remaining deeply human.