We are on the brink of a technology tsunami that will likely be as challenging and transformative for us as the Industrial Revolution was for our ancestors. This tsunami will be led by artificial intelligence (AI), increased global connectivity, the Internet of Things, major advances in computing power, and virtual and augmented reality. As a result, the Smart Machine Age (SMA) will fundamentally change the availability and nature of human work and make obsolete the dominate Industrial Revolution model of business organization and leadership. The organization of the future will be staffed by a combination of smart robots, AI systems, and human beings. Humans will be needed to do the tasks that technology won’t be able to do well: higher-order critical thinking, creativity, imagination, and innovation and tasks involving high emotional engagement with other human beings (SMA Skills). Technology will automate tens of millions of jobs in both service industries and the professions, dramatically reducing human headcount. And technology will likely automate and commoditize operational efficiency, making innovation the dominate value creation differentiator. In this type of environment, the differentiating capability may well be the human component—how well your people think, innovate, and work in teams. Human excellence in performing the SMA Skills could well be an organization’s competitive advantage. To achieve that advantage requires a leadership model very different from the leadership model of the past.