Selfish vs Selfless

Selfish vs Selfless

In order to understand selflessness, we must understand its opposite, selfishness.

    • Selfishness is defined as too much concerned with one’s own welfare or interests, with little or no thought for others
    • Selflessness is defined as being devoted to others’ welfare or interests and not one’s own.

So where do you stand with these two principles? Somewhere in the middle perhaps? Or is there a real distinct character trait that you can clearly identify with?


A selfish person frequently uses the terms, “I”, “me”, and “mine” as opposed to “we”, “ours”, “yours” or “theirs”. Generally, you’ll find that a selfish person is keen to be in the limelight, and that ultimately they’ll find no happiness in constantly pursuing a personal or business agenda filled with selfishness. Viewed in its true sense, selfishness is the absence of empathy and compassion. The products of selfishness tend to be, loneliness, arrogance, pride, lying, hypocrisy, greed, and idleness.  The selfish idleness, with its “I’ll do it later” attitude is procrastination at its extreme. I love this quote from a wise leader Gordon B. Hinckley, “Selfishness is a destructive, gnawing, corrosive element in the lives of many people. But the antidote to selfishness is service, reaching out to those about us – those in the home and those beyond the walls of the home”


So what of Selflessness? It is unquestionably a marvellous virtue. It is the giving of ones self in the serving of others and the giving of ones self in being served by others. Through my experience of many years of building long lasting personal and successful business relationships, the key to it all is selflessness and service. Selflessness produces kindness and dispels hypocrisy. It develops confidence, trust and the embodiment of authentic servant leadership in every interaction with others. Selflessness fosters love, confidence, and trust.

The Power of Service

The idea of servant leadership goes back 2000 years, but in his modern ground breaking work in 1970, Robert K. Greenleaf coined the phrase “servant leader” and “servant leadership” in his classic essay “The Servant as Leader”.“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.”

“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?”

What we desperately need today in our homes, schoolrooms and boardrooms, and certainly throughout society at large – are leaders, men and women who are willing to stand for principles of goodness and virtue. In leadership standing for these principles, there is often loneliness – but ultimately the courage of one’s convictions brings great happiness, joy and long lasting relationships of trust and happiness.

How can you develop greater selflessness?

Source: ~ By: ~ Image: Canva Pro

Selfishness and Selflessness and Intimacy

Selfishness and Selflessness and Intimacy

If you call someone “selfish,” they are likely to be offended. Selfish is thought to be a defect and is undesirable. For this reason, most people think that selfishness is bad for intimacy and selflessness is good. But things might not be so black and white.

Selfishness Defined

The common concept of a selfish person is the image of a person who only cares about themselves and takes pride in neglecting the needs and feelings of others. Selfishness is considered the emblem of narcissism and hence shunned.

The term selfish refers to one who champions the wants and the needs of the self above others. Is this unhealthy? Undesirable? Let’s consider the alternative.

Selflessness Defined

Selflessness is considered to be a virtue. Such individuals are seen as generous, spiritual, and loving. Individuals who sport these qualities are thought to be desirable and capable of great intimacy and love.

The term selfless means literally one without a self. The needs of others are put before the self because the self has little or no substance and hence little or no value. For example, the term “people pleaser” refers to individuals who define their value by serving others and forsaking themselves. Does this sound healthy? Intimate? Let’s see.


A core quality of intimacy is the sharing of oneself. Sharing requires revealing your thoughts, feelings, preferences, and character. This is where much of the vulnerability associated with intimacy comes from. Below is a typical conversation between Selfless Sally and her best friend, Haley. Is this sharing?

Haley: Sally, where would you like to go for dinner tonight?

Sally: Wherever you want to go is fine with me.

Haley: What kind of food do you feel like having?

Sally: I can always find something I like. You pick the place.

Haley: Would you like to eat now or wait a little while?

Sally: I am good either way.

At first glance, we see Selfless Sally as easygoing and easy to get along with. How much of herself did she share? Her friend Haley gallantly tried to find out what Sally wanted to eat and when, but Sally offered nothing. Her giving in to Haley on every point actually serves to hide her feelings, desires, and character. This is actually avoidance of intimacy. Now let’s see what happens when Selfish Sam has the same conversation with his friend Mac:

Mac: Hey Sammy, where would you like to go for dinner tonight?

Sam: I know the best steak place on the planet.

Mac: Where is it?

Sam: About an hour from here. Why don’t you go get your car?

Mac: You want me to drive?

Sam: Yes, I feel like having some cocktails.

Selfish Sam seems like a less desirable person to be with than Selfless Sally. But Mac knows way more about Selfish Sam from his exchange than Haley does about Sally. Because Sam is self-absorbed, he doesn’t care what Mac or anyone else thinks about him; he lets it all hang out. He is much more accessible than Sally. Let’s look at another core quality of intimacy.


Sharing of oneself is only useful if the other person accepts the invitation. Empathy is feeling the emotions of others when they offer to share.

On the surface, Sally seems like an empathetic friend. She is willing to go along with anything her friend Haley asks of her and expresses pleasure at doing so. But Haley is not asking for Sally to acquiesce, she is asking her to share. But Sally refuses.

Sam does not show any effort to empathize with Mac but he does allow Mac to empathize with him. The ideal approach to intimacy, where both parties empathize with each other, is not available either to Sally or Sam. With Sally, no empathy is possible because she refuses to share herself (although she does share her time). Sam is not interested in Mac’s feelings, so he does not even attempt to empathize with Mac, but he does make his feelings very clear and Mac can feel them if he so chooses. Suboptimal, but not zero.

So why is Sally seen as more empathic and more desirable, when in fact she is not accessible? Because Sally’s selflessness allows her to be whoever anyone wants her to be. Haley sees herself in Sally. If Haley wants a hamburger, Sally will say that she wants one too. Perfect companion! As long as Haley likes herself, she will like Sally. But she cannot feel close or intimate.

The biggest barrier to intimacy for Sam is that he can’t see Mac. He doesn’t care to. Mac will feel invisible because Sam does not ask or consider his feelings or needs. What if Mac wants to also have a cocktail? This doesn’t even occur to Sam. Thus, Mac cannot feel close to him.

Intimacy requires the participation of two individuals, each with a healthy balance between selfishness and selflessness. Here are some examples of what that balance is based upon:

    • Sufficient selfishness is required to express and assert your needs for the purpose of sharing.
    • Sufficient selflessness is required to put your own feelings aside temporarily while you feel someone else’s feelings.
    • A sufficient level of selfishness is necessary to be able to share with or please another person without losing yourself. Sally is a people-pleaser and completely loses herself (she becomes Haley) when her friend tries to share with her.
    • A sufficient level of selflessness is necessary to derive pleasure from pleasing another person or sharing with them. Sam is too self-absorbed to experience this.

Finding a balance between selfishness and selflessness is personal and unique to each individual. Your personal balance should be based on how you feel about intimacy and other aspects of socialization that are affected.

Source: ~ By: Daniel S. Lobel Ph.D. ~ Image: Canva Pro

Difference Between Selfish and Selfless

Difference Between Selfish and Selfless

The main difference between selfish and selfless is that selfish people always put their own needs ahead of others while selfless people put others’ needs ahead of their own.

Selfishness refers to lacking consideration for other people and preoccupation with one’s own pleasure, profit or welfare while selflessness refers to having little or no concern for oneself, especially with regard to money, fame, and position. Therefore, selfish and selfless are two words with contrasting meanings.

What Does Selfish Mean

Being selfish basically means lacking consideration for other people and preoccupation with one’s own pleasure, profit or welfare. In other words, a selfish person is a person who is extremely concerned with himself and herself, regardless of others around him. Such people only think about their own advantage, welfare or profit. They always prioritize their needs and desires above the needs of others. Some psychologists have identified that it is a lack of empathy that causes selfishness. Moreover, most religions in the world decry selfishness and emphasize the virtues of empathy and altruism.

Some examples of Selfish Acts

    • Neglecting to do your share of work in a team project, and expecting others to do it
    • Not sharing your books and stationery with others
    • Pushing into a queue of people in order to be served before your turn
    • Helping yourself to extra servings while you know there is not enough to serve all
    • Always giving others negative feedback

What Does Selfless Mean

Selfless is the opposite of selfish. Selfless means having little or no concern for oneself, especially with regard to money, fame, and position. A selfless person, therefore, cares more for what other people need and want rather than for what he or she needs and wants for himself/herself. Selflessness is often associated with positive qualities like empathy, compassion and love. It helps to keep us connected to each other as human beings. In brief, selflessness can help to make the world a better place. Being selfless may be somewhat difficult, but it can always bring you happiness and peace.

Some Examples of Selfless Acts

    • Sharing food with a hungry person, even if you have little food
    • Helping poor people
    • Donating blood
    • Volunteering at hospitals, homeless shelters, etc.
    • Tutoring someone in need
    • Offering your seat to someone in public transport, when there are no seats left

Difference Between Selfish and Selfless


Selfish means lacking consideration for other people and preoccupation with one’s own pleasure, profit or welfare, while selfless means having little or no concern for oneself, especially with regard to money, fame, and position.


While selfishness is a negative quality that is discouraged by many religions, selflessness is a virtue encouraged by all religions.


Selfish people always put their own needs ahead of others while selfless people put others’ needs ahead of their own.

Empathy and Compassion

Actions of selfish people may be caused by a lack of empathy or compassion, while actions of selfless people are motivated by empathy and compassion.


Selfish is the opposite of selfless. The main difference between selfish and selfless is that selfish people always put their own needs ahead of others while selfless people put others’ needs ahead of their own.

Source: ~ By: Hasa ~ Image: Canva Pro

Being Selfish vs Being Selfless, How to Find the Balance


A lot of people believe it is essential to care for their family and close friends. However, these same people seem to balk when the thought of self-care is presented to them.

So, how does one find a balance between being selfish and being selfless?

Here are some experts’ insights:

Being selfless, which many people consider to be the “ideal” isn’t truly possible

We all must have some degree of selfishness in order to survive every day. Were it not for our ability to be selfish to some degree, we would give away all of our food, clothing, money, and other resources.

This would leave the truly selfless person with nothing at all—including life itself. Thus, it’s not that being selfish to a certain degree is a problem—in fact, it’s clearly necessary in order to survive.

Being “humanly selfless” (which is as close to selflessness as we can safely become) is often easy for those who are giving and nurturing in spirit. However, a “humanly selfless” person may be taken for granted or used by others—particularly those who are selfish. For those who are egocentric and miserly, being humanly selfless may feel like an impossibility.

True selfishness, which is at the opposite end of the spectrum of selflessness, is increasingly common in our externally oriented world. Whether a person is truly narcissistic or has strong narcissistic tendencies, a deeply selfish individual is generally lacking in the ability to consider the needs and feelings of others.

A truly selfish person puts his or her agenda and desires above the needs of others. Thus, a person who is deeply selfish will often have unsatisfactory or toxic intimate relationships.

Although a selfish individual may be able to sustain very superficial relationships—especially those that serve a personal agenda—more substantial relationships are often beyond their interest or capacity.

Finding a healthy balance between these two worlds can be difficult for those who are accustomed to being idealistically selfless or incredibly selfish. Although there is no “right” or “wrong” degree of selflessness or selfishness, it’s generally healthiest to care for the self as much as one cares for others.

These self-check questions can help an individual determine if they have found a solid balance:

  1. Do I have healthy boundaries that allow me to consider the needs of others without violating my own principles and needs?
  2. Do I factor in the needs and desires of others when making decisions that affect those in my life?
  3. Am I willing to have open, compromise-oriented conversations with others when disagreements arise?
  4. Do I give to others in a balanced way—saying yes to commitments that feel right and declining those that are not right for me?
  5. Do I take care of myself so that I am not chronically depleted from giving to and doing for others?
  6. Am I conscious of the needs of my community and engaged in supporting others as best I can, whether financially, physically, or emotionally?
  7. Do I prioritize others and live in a way that lets my loved ones know that they are important to me?

Source: ~ Image: Canva Pro

What Will the Workplace Look Like in 2025?

working from home

Before the pandemic, General Motors Co. was moving toward giving employees more flexible schedules. However, the coronavirus outbreak threw that effort into overdrive.

In November, the Detroit-based automaker announced it was hiring 3,000 technical employees, the majority of whom will work remotely. The company is offering more full-remote experiences than ever before. Leadership’s confidence to take such a bold step stems from the performance of the teams that are working remotely because of the COVID‑19 pandemic.

“Our workforce was able to meet the new challenges [while working from home] without missing a beat,” says Adam Yeloushan, GM’s human resources executive for global engineering. “We can [work remotely] well. We can do it effectively.”

‘The role of the office has changed. People aren’t going to go back to five days a week. Offices are going to be hubs of innovation and social interaction.’
Bhushan Sethi

Working from home became a necessary stopgap measure to keep companies running amid the COVID‑19 crisis, but it has evolved into a new business paradigm. Many employees praise their newfound flexibility, while company leaders continue to manage their businesses effectively—and less expensively—even when employees aren’t in the office. Employers also welcome the broader pool of potential job candidates, since remote employees can live anywhere.

“The role of the office has changed,” says Bhushan Sethi, joint global leader, of people, and organization, at global consulting firm PwC. “People aren’t going to go back to five days a week. Offices are going to be hubs of innovation and social interaction.”

That shift will be among the biggest business trends in the coming years, though it won’t be the only lingering effect of the pandemic. The virus pushed companies to grapple with health and safety issues like they never had before. Not only have they reconfigured workplaces to prevent infection, but they have also grappled with how to address the pandemic’s toll on employees’ physical and mental health. Those efforts will continue to better prepare companies for other emergencies.

The killings of George Floyd and others while in police custody and the ensuing protests are the other development from this year that will reverberate through the business community for the foreseeable future. Floyd’s death laid bare the overall inequities in the U.S. and prompted soul-searching in the business sector. Companies have promised to increase diversity within their ranks—especially among executives—and the fulfillment of those pledges is now expected to top corporate agendas.

While the combination of the pandemic and social unrest has led to major new trends, the upheaval has also pushed other long-standing issues, such as environmental concerns, worker activism and rapidly changing technology, to the forefront of C-suite executives’ minds.

These are six major trends that will ripple through companies until at least 2025:

1. More employees will work from home.

The world should start returning to “normal” in 2021 as the COVID‑19 vaccine is distributed. The new normal won’t include nearly as many office workers commuting daily to a company facility. A large majority—82 percent—of executives say they intend to let employees work remotely at least part of the time, according to a survey by Gartner Inc., a Stamford, Conn.-based research and advisory firm. Nearly half—47 percent—say they will allow employees to work remotely full-time.

Meanwhile, 36 percent of companies say they’re willing to hire workers who are 100 percent remote and live anywhere in the U.S. or internationally. Just 12 percent were receptive to that idea before the pandemic, according to The Conference Board, a New York City-based research nonprofit.

Reconfiguring the office for this new scenario is an interesting dilemma for companies. Executives expect that individuals will want more personal space even with a COVID‑19 vaccine available, though businesses will likely reduce their real estate holdings if employees aren’t in the workplace full time. Seventy percent of companies expect to shrink their real estate footprint in the next two years, according to CoreNet Global, a nonprofit organization made up of corporate real estate executives.

Design experts predict that more companies will adopt what is known as “hoteling.” That means employees no longer have assigned seating but locate where there’s space available for the type of tasks they’re working on. Some areas will be earmarked for quiet work while others will be designated for group discussions, for example.

“The workspace needs to be more agile,” says Jamie Feuerborn, director of the workplace strategy at New York City-based design firm Ted Moudis Associates. She adds that companies are looking at flexible furnishings, such as desks that can be easily moved and have adjustable privacy panels. Embracing Remote WorkRemote working is not for every company, nor is it without risks. Some jobs require people to be onsite, and surveys have shown that some individuals have had trouble achieving work/life balance while working from home. There’s also a fear that corporate culture and innovation will suffer if co-workers aren’t in the same space.

Sixty-five percent of employers say it has been challenging to maintain morale, and more than one-third say they’re facing difficulties with company culture and worker productivity, according to a survey by the Society for Human Resource Management (SHRM). Three years ago, IBM, a pioneer of remote work, called most of its off-campus workforce back to the office to improve innovation.

Now it seems that companies are more aware of the pitfalls of a remote workforce and seek to approach remote work with an intention that was lacking in the rushed response to the pandemic. Over the summer, Facebook advertised for a director of remote work, whose responsibilities would include developing strategies and tools to keep the business running no matter where employees are located and coaching managers on how to adjust to the new remote work structure. Facebook co-founder and CEO Mark Zuckerberg said 50 percent of the company could be working from home within the next five to 10 years.

GM’s Yeloushan says the company can adjust to any issues or problems. “All because we’re doing some things today doesn’t mean we’ll be doing the same tomorrow.”

2. Companies will invest heavily in health, hygiene, and safety.

COVID-19 turned a spotlight on worker health and safety in all industries—not just those known for being dangerous—as even people who sat at computers all day landed in intensive care units after contracting the coronavirus. Employees who have returned to their workplaces wear masks, sanitize surfaces, and social distance, and some even submit to temperature checks. Those measures are likely to transform into workplace testing protocols, state-of-the-art ventilation systems, and high-tech detection and disinfectant tools.

“We’re assured of having another [pandemic],” says Cristina Banks, director of the Interdisciplinary Center for Healthy Workplaces at the University of California Berkeley School of Public Health. “Our mobility around the world is at the peak, and there’s no stopping the spread. We need to plan for that.”

The planning is already happening. A vast majority of business executives—83 percent—say they expect to hire more people for health and safety roles within the next two years, according to a report by consulting firm McKinsey & Co. It’s the sector that’s predicted to have the most hiring.

‘We’re assured of having another [pandemic]. Our mobility around the world is at its peak, and there’s no stopping the spread. We need to plan for that.’
Cristina Banks

Concerns extend beyond employees’ physical health. The pandemic, the recession, and social unrest have caused increased anxiety, depression, and stress in the general population. Employers had been increasing their mental health benefits before the COVID‑19 outbreak and are now stepping up even more. Nearly three-quarters (72 percent) of companies plan on improving their mental health offerings next year, according to a survey by PwC.

Many companies have heavily promoted their employee assistance programs, increased the number of paid sessions with mental health counselors for employees while waiving or lowering co-payments, and added more digital tools to help people calm and focus themselves. Some organizations are training managers to spot signs of distress.

“We know that having a strong mental health strategy will be a critical priority,” says Abinue Fortingo, a health management director at Willis Towers Watson. He says employers are combing through claims data to understand how to put together the best plan design.

3. Companies will continue striving to increase diversity, equity, and inclusion.

The $8 billion that McKinsey & Co. says companies spend annually on diversity, equity, and inclusion programs is not money well spent. White men still occupy 66 percent of C-suite positions and 59 percent of senior vice president posts, according to a study by McKinsey and LeanIn.Org. White women hold the second largest share of such positions, though they lag significantly behind their male counterparts, filling only 19 percent of C-suite jobs and 23 percent of senior vice president spots. Men of color account for 12 percent and 13 percent of such roles, respectively, while women of color hold only 3 percent and 5 percent, respectively.

Such statistics entered the public consciousness in the aftermath of George Floyd’s death, putting more pressure than ever on companies to diversify their ranks.

Some companies are opting to initiate conversations that encourage their employees to talk openly about issues such as racism, sexism, bias, and prejudice. Yeloushan says hiring more remote workers will allow GM to tap into a much wider talent pool that will help diversify the workforce.

Meanwhile, in October, Seattle-based coffee company Starbucks said part of its executives’ pay would be based on their ability to build inclusive and diverse teams.

It’s too soon to say if such efforts will spark real change, though there are some positive signs. Eric Ellis, president, and chief executive officer of Integrity Development Corp., a West Chester, Ohio-based consulting firm, says the strategy sessions he holds about improving diversity, equity, and inclusion now include more CEOs and not just human resource executives. “CEOs are more interested now and putting more pressure on their organizations to change,” he says.

Avoid Remote Work’s Wage and Hour Minefields

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4. Workers will demand better treatment for themselves and their communities from their employers.

Thousands of workers at companies such as McDonald’s, Target, and Amazon, as well as at numerous hospitals, staged strikes this year to protest unsafe working conditions amid the pandemic.

Such actions followed two years of employee demonstrations over various issues—though not pay—signaling that employees were expecting more from their employers. Last year, for example, Amazon employees walked out over the company’s climate policies, while Wayfair workers left company facilities over sales of furniture to immigrant detention centers in the U.S.

Overall, work stoppages numbered 25 last year, more than triple the amount in 2017, according to the U.S. Bureau of Labor Statistics.

‘People are looking for alternate ways to communicate, and virtual reality is a good fit. It allows a level of interaction that goes beyond voice and video. It’s much more personal.’
T.J. Vitolo

The activity hasn’t reversed the years-long decline in union membership, although that could change. President-elect Biden ran on a pro-labor platform that could translate into the removal of some obstacles to unionization implemented by the Trump administration. Even without more unions, workers—especially younger ones—increasingly expect their employers to take an active role in addressing society’s problems.

“We’re seeing companies have more of a social conscience,” Ellis says. “I think that’s part of the value system of the up-and-coming generation.”

The idea is taking hold. In 2019, the Business Roundtable released a new definition of a corporation and outlined a company’s purpose as extending beyond making profits to considering how its actions affect all stakeholders, including employees, customers, and suppliers.

5. Organizations will re-examine how they impact the environment.

The COVID-19 pandemic is a brutal reminder of the ravages of climate change.

The novel coronavirus evolved from a virus common in bats, though it’s unclear how it passed to humans. Experts say deforestation, which pushes animals farther out of their natural habitats, could have been a factor, as it puts animals closer to people. What is known is that climate change is making the death toll worse. A Harvard University study found that a small increase in exposure to air pollution leads to a large increase in COVID‑19-related death rates.

“Businesses found themselves unprepared for COVID,” says Rachel Hodgdon, president of the New York City-based International WELL Building Institute, which has programs to create buildings, interiors, and communities that promote health and wellness. The institute recently started a COVID‑19 certification program to help all types of facilities protect against the disease.

To make matters worse, businesses are being buffeted simultaneously by disasters caused by climate change. This year, fires raged on the U.S. West Coast, and hurricanes hit many states, all while the country was fighting the virus.

Having more employees work from home will help the environment as fewer people commute and office buildings use less energy. More action is required, however, and experts expect more companies to hire chief sustainability officers.

Many companies already have such roles, though some practitioners only ensure that their organizations meet basic laws and standards. That won’t cut it anymore, thanks to the greater emphasis on health and the environment. Going forward, chief sustainability officers will be expected to look at their company’s environmental impact on workers, suppliers, customers, and communities. “That will all be tied back to the business strategy,” says Anthony Abbatiello, global head of leadership and succession consulting at Russell Reynolds, a New York City-based executive search and consulting firm.

6. Technology’s rapid transformation will continue, forcing companies to rethink how to integrate people with machines.

The pandemic forced employers to adopt more digital and automated solutions practically overnight, as organizations sought to severely limit—or end—human interaction to stop the spread of the coronavirus.

The McKinsey study found that 85 percent of companies accelerated the digitization of their businesses, while 67 percent sped up their use of automation and artificial intelligence. Nearly 70 percent of executives say they plan to hire more people for automation roles, while 45 percent expect to increase hiring for positions involving digital learning and agile working.

One area that’s expected to grow enormously is companies’ use of virtual and augmented reality, as fewer employees work at the same location. Companies are already using these technologies for training, telemedicine, and team-building events.

“People are looking for alternate ways to communicate, and virtual reality is a good fit,” says T.J. Vitolo, director, and head of XR Labs, a division of New York City-based Verizon Communications Inc. “It allows a level of interaction that goes beyond voice and video. It’s much more personal.”

Robot use boomed during the pandemic, as companies sought to reduce workers’ exposure to the coronavirus. For example, San Diego-based Brain Corp. said the use of its robots by U.S. retailers surged 24 percent in the second quarter of 2020 compared to the year before, as companies used the machines for tasks such as cleaning stores.

The increased use of technology will eliminate jobs. That means companies will need to reskill employees to prepare them for new tasks and responsibilities.

“I think reskilling will be the foundation of the new economy,” says Ravin Jesuthasan, a managing director at Willis Towers Watson. “What it’s going to require is a clear understanding of how to get the optimal combination of people and machines.”

Source: ~ By: Theresa Agovino ~ Image: Canva Pro

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