It lacks a soul I dont know how else to say it, said Hershael York, a pastor in Kentucky who also is dean of the school of theology and a professor of Christian preaching at The Southern Baptist Theological Seminary.

Sermons are meant to be the core of a worship service and often are faith leaders best weekly shot at grabbing their congregations attention to impart theological and moral guidance.

Lazy pastors might be tempted to use AI for this purpose, York said, but not the great shepherds, the ones who love preaching, who love their people.

A rabbi in New York, Joshua Franklin, recently told his congregation at the Jewish Center of the Hamptons that he was going to deliver a plagiarized sermon dealing with such issues as trust, vulnerability and forgiveness.

Upon finishing, he asked the worshippers to guess who wrote it. When they appeared stumped, he revealed that the writer was ChatGPT, responding to his request to write a 1,000-word sermon related to that weeks lesson from the Torah.

Now, youre clapping Im deathly afraid, Franklin said when several congregants applauded. I thought truck drivers were going to go long before the rabbi, in terms of losing our positions to artificial intelligence.

ChatGPT might be really great at sounding intelligent, but the question is, can it be empathetic? And that, not yet at least, it cant, added Franklin. He said AI has yet to develop compassion and love, and is unable to build community and relationships.

Those are the things that bring us together, the rabbi concluded.

Rachael Keefe, pastor of Living Table United Church of Christ in Minneapolis, undertook an experiment similar to Franklins. She posted a brief essay in her online Pastoral Notes in January, addressing how to attend to ones mental health amid the stresses of the holiday season.

It was pleasant, but somewhat bland, and at the end, Keefe revealed that it was written by ChatGPT, not by herself.

While the facts are correct, theres something deeper missing, she wrote. AI cannot understand community and inclusivity and how important these things are in creating church.

Several congregation members responded.

Its not terrible, but yes, I agree. Rather generic and a little bit eerie, wrote Douglas Federhart. I like what you write a lot more. It comes from an actually living being, with a great brain and a compassionate, beating heart.

Todd Brewer, a New Testament scholar and managing editor of the Christian website Mockingbird, wrote in December about an experiment of his own asking ChatGPT to write a Christmas sermon for him.

He was specific, requesting a sermon based upon Lukes birth narrative, with quotations from Karl Barth, Martin Luther, Irenaeus of Lyon, and Barack Obama.

Brewer wrote that he was not prepared when ChatGPT responded with a creation that met his criteria and is better than several Christmas sermons Ive heard over the years.

The A.I. even seems to understand what makes the birth of Jesus genuinely good news, Brewer added.

Yet the ChatGPT sermon lacks any human warmth, he wrote. The preaching of Artificial Intelligence cant convincingly sympathize with the human plight.

In Brentwood, Tennessee, Mike Glenn, senior pastor for 32 years at Brentwood Baptist Church, wrote a blog post in January after a computer-savvy assistant joked that Glenn could be replaced by an AI machine.

Im not buying it, Glenn wrote. AI will never be able to preach a decent sermon. Why? Because the gospel is more than words. Its the evidence of a changed life.

When listening to a sermon, what a congregation is looking for is evidence that the pastor has been with Jesus, Glenn added. AI will always have to literally take someone elses words for it it wont ever be a sermon that will convince anyone to come and follow Jesus.

Also weighing in with an online essay was the Rev. Russell Moore, formerly head of the Southern Baptist Conventions public policy division and now editor-in-chief of the evangelical magazine Christianity Today. He confided to his readers that his first sermon, delivered at age 12, was a well-intentioned mess.

Preaching needs someone who knows the text and can convey that to the people but its not just about transmitting information, Moore wrote. When we listen to the Word preached, we are hearing not just a word about God but a word from God.

Such life-altering news needs to be delivered by a human, in person, he added. A chatbot can research. A chatbot can write. Perhaps a chatbot can even orate. But a chatbot cant preach.

The Southern Baptist department formerly led by Moore the Ethics and Religious Liberty Commission has been monitoring artificial-intelligence developments for several years under the direction of Jason Thacker, its chair of research in technology ethics.

He shares the view that wise, virtuous pastors wont let new technology deter them from personal immersion in sermon-writing.

But I also can see it being used in unhelpful or unethical ways, he added.

Some young pastors may become overly reliant on these machines and not see the imperfections of these tools, Thacker told The Associated Press. Many pastors are overworked, exhausted, filled with anxiety One can see why a pastor might say, I cant do everything Im supposed to do, and start passing ideas off as their own.

Hershael York, the Kentucky pastor and professor, said some of the greatest sermons contain elements of anguish.

Artificial intelligence can imitate that to some level. But I dont think it can ever give any kind of a sense of suffering, grief, sorrow, the same way that a human being can, he said. It comes from deep within the heart and the soul thats what the great preachers have, and I dont think you can get that by proxy.

When working with companies, my team often encounters executives who say they have insurance, so everything will be alright. Or, they say they are not likely to be targeted by state-backed attackers because their company doesnt have any political or strategic importance.

Unfortunately, this is not a productive way of thinking. Come the end of March, Lloyds will no longer cover damage from cyberattacks carried out by state or state-backed groups. In the worst cases, this reduced insurance coverage could exacerbate the trend of companies taking a passive approach toward state-backed attacks as they feel there is now really nothing they can do to protect themselves. On the flip side, this increased risk and demand from companies for coverage could push the cyber insurance sector to innovate and find ways to deal with the growing risk levels.

The uncertainty of insurance could be the motivation that companies need to begin to take the threat of state-backed attacks more seriously.

The claims process will slow as insurers reject claims, demand more information

As insurance companies grow more hesitant about risk, the average price for cyber insurance in the U.S. rose 79% in the second quarter of 2022, after more than doubling during each of the previous two quarters. At the same time, insurers are more carefully scrutinizing companies cyber practices, and excluding certain vulnerable technologies and attacks linked to war and conflict.

These limits will give insurers even more leverage to reject claims. For example, a court battle is ongoing following the 2017 NotPetya Russian-backed cyber attacks, in which some victims, including multinationals Mondelez International and Merck, have argued that insurers should not have rejected their claims for damage under the war exclusion because the attacks did not take place as part of what is commonly defined as war. Merck won its case and received the payout. Mondelez settled with its insurer, Zurich. But there is no doubt many more cases will end up in court.

Excluding coverage for state-backed attacks also opens the door to having to prove who the attackers actually aresomething that is difficult. From my experience, most attackers aim to conceal their identities. Currently, identifying the attackers is not always part of corporate cyberattack response and efforts. Whether the burden of proof falls on the insurance company or the victim, identifying the attacker will lengthen the claims process.

Alongside deeper scrutiny and higher prices, cyber insurance providers are also embracing new ways to be able to absorb the growing risk. For example, the insurer Beazley recently announced that it would issue a $45 million catastrophe bond, which will allow it to share some of the risk with investors, and raise more capital. Such bonds are common in other types of insurance, including for property. But this approach is new in the still-young cyber insurance sectorand it is far from certain if such a method will really bring in enough money to pay out more expensive claims. Its also unclear what type of event would meet the definition of a catastrophe, leaving ample room for uncertainty.

How less reliable insurance could push everyone to take threats more seriously

In December, Mario Greco, the CEO of Zurich, called cyberattacks uninsurableat least in the traditional sense.

Three key things need to change as insurance becomes more expensive and less reliable.

First, all organizations need to understand that they are at risk of state-backed attacks. In my daily work, I see state-backed groups targeting ordinary companies to steal money, or to obtain data they can sell on the Dark Web. Companies need to get more serious about cyber threat intelligence and take a more proactive approach to defense. This can go a long way: if attackers are mainly after money or data they can quickly sell for money (rather than other objectives, like shutting down operations), challenges in carrying out an attack will likely cause them to move on to the next target.

Companies need to start paying attention to who is attacking them. An attack, or attempted attack, is a unique opportunity to learn about the enemy, including what methods and tools they use. In many cases, an attacker enters a network but takes no further action for weeks or months, leaving a valuable window for intelligence on the defensive side. In cases where we can find clues about who they may be, we are able to help organizations build the specific defenses they need to protect themselves.

Finally, the private sector and the government need to increase cooperation. This is even more urgent as available insurance options wane. There is progress on that front. Since last year, the White House and federal agencies overseeing cybersecurity have increased cooperation with the private sectorbut it still remains limited to companies dealing with critical infrastructure and large tech companies, such as Microsoft, Amazon, and Apple.

However, governments also need to realize that not every company has the tools and resources necessary to protect against state-backed threats. More grants, training, and assistance needs to be made available, especially because the threat of state-backed attacks is no longer limited to large organizations that have strategic or political value. That happens at scale in Israel, where the National Cyber Directorate offers training and also engages in threat hunting on behalf of the private sector.

This is a matter of national security. The U.S. government could set requirements for cyber insurance that are based on the company taking reasonable steps rather than simply on who the attacker is, or offer subsidized insurance plans to qualified companies much like the U.S. Federal Emergency Management Agency offers flood insurance options to residents in at-risk areas where reasonable mitigation efforts were taken. Health insurers are also required to cover certain preexisting conditions. When it comes to natural disasters, the U.S. and other governments also step in to provide assistance that may not be offered or covered by private insurance policies.

If state-backed cyberattacks are considered a type of terrorism, there are strong precedents for the government aiding victims. In fact, the U.S. government is currently studying whether there should be a program where the government would step in to help cover losses from cyberattacks, like it does in cases of terrorism.

However, companies cannot let go of responsibility or simply blame state-backed actors for attacks as a tactic to reduce their burden of responsibility.

As the insurance industry excludes more state-linked scenarios and searches for new ways to absorb risk, its time to help companies defend themselves. Its key to protecting the economy, society, and even lives from state-backed attacks.

Shmulik Yehezkel is the chief critical cyber operations officer and CISO at CYE.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

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It seems companies are finally more mindful of that in the wake of the Great Resignationif LinkedIns 2023 list of the most in-demand job skills is anything to go by. This year, the top two skills in the U.S. are leadership and management, highlighting organizations need for supervisors with the ability to effectively and efficiently collaborate.

But what does that have to do with the average worker? Keeping tabs on the most in-demand skills can get you a step ahead with recruiters and hiring managers. And that can be important with many companies implementing layoffs and hiring freezes. While the bulk of the job cuts have been limited to a few industriesprimarily techif the U.S. does slide into a recession this year, that may spur more widespread job losses.

LinkedIns 2023 most in-demand skills in the U.S. are:

1. Management
2. Leadership
3. Customer Service
4. Communication
5. Sales
6. Research
7. Project Management
8. Marketing
9. Analytical Skills
10. Teamwork

The list makes sense for where weve been in the country in the last three years, LinkedIn career expert Andrew McCaskill tells Fortune. The world of work is really changing quite a bit and to see the top skills on the list include things like communication, customer service, sales, project management, research, and analytical skillsthose to me speak to the fact that companies have done an incredible amount of hiring and theyre now thinking: How do we make sure that our culture at work is one where people want to stay?

That ability to retain the right folks really comes down to having good managers and leaders, as well as really great communication skills throughout an organization, McCaskill says. Particularly with people being both hybrid, remote, and in the office, youve got to really up the level of what we oftentimes think about soft skills, he says, adding that those traits can really make or break a companyespecially in times of uncertainty. 

Hybrid work environments are also making these skills more of a priority, as having a combination of these soft skills ensures that workers can effectively connect with their colleagues. Right now, employers are thinking about how to build teams that will be able to communicate and adapt and be resilient, McCaskill says. 

Since the onset of the pandemic, McCaskill says hiring managers and companies arent necessarily looking for job candidates with a specific degree or a specific school listed on their résuméor even a specific company they worked at. In fact, more than one major company has reduced or eliminated degree requirements on their open positions. Now, more and more recruiters and hiring managers are searching for skillsand employers are paying closer attention to everyones skills in this tight labor market.

What weve learned from the last three years is that whether youre changing jobs or not, our jobs are changing on us, he says. Virtually every industry has been transformed by technology, new ways of working, and a global pandemic. So those prospective job seekers who are able to bring soft skills to the table can help some employers feel more confident and say this is a person who can adapt.

Leveraging your skills

Younger workers without any direct management experience shouldnt feel discouraged, McCaskill says. You dont have to supervise direct reports in order to have and build management and leadership skills, he adds. Part of managing is also managing upand nearly every worker has the opportunity to accomplish this, no matter what level theyre at.  

Managing up is all about helping to make your managers job easier, McCaskill says. That can look like asking really smart questions, keeping your manager on track with deliverables, making sure that you both are meeting deadlines, and ensuring they have all the assets they need to succeed. 

Workers who are still fairly low-level can also gain leadership skills. Younger workers, for example, may learn leadership skills from a spearheading a college project. But you can take that experience and use what works in other, future situationswhether thats the way you communicate or the time management skills you learned.

Take stock of the skills you already have, including new skills gained from whatever your most recent job isand then showcase how you use them, McCaskill says. Show an example of how youve been a great team player, managed up, or communicated effectively in a difficult situation. 

Part of it is being able to talk about those skills in the right way, McCaskill says. Managers are looking for problem solvers. So when you get that hiring manager or recruiter on the phone, make them understand the skills you have in place to effectively solve problems and be clear you can do that in any new role.

Focusing on skills also gives workers more of an opportunity to pivot. The most in-demand skills are fairly transferable across different jobs and industries. So when looking for a new opportunity, whether its internal or external, dont just consider applying for the next level of your current job, McCaskill says. Think about the full range of skills you have to offer and how they might be applied to other jobs, other industries. A food server, for example, has nearly 70% of the skills needed to pivot into a customer service role, according to 2022 research by LinkedIn. 

If you break down jobs into the skills needed, career paths for people open up, and you start to be able to think about your capacity in a way that you hadnt thought about it before, McCaskill says.

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