AI is radically changing how we work. But has it changed what makes a great leader?
The challenges our clients bring to us keep reminding me: the fundamentals of great leadership haven’t changed.
People still want to know that their contributions matter. They want clarity about where they’re going and why. They want leaders who listen, follow through, and are willing to have an honest conversation when something isn’t working.
And when the future feels uncertain, they want to be able to ask questions without worrying that doing so will make them look incapable or resistant.
These needs deserve our attention as we introduce new ways of working.
For leaders, it’s easy to get absorbed in the tools. What should we adopt? How much time could we save? What could we do faster?
Those are useful questions. We also need to ask: What’s happening to our people as we pick up speed? What are we missing? Are we giving them room to learn, experiment, and tell us what’s hard?
And here’s a question for ourselves: As we get used to instant answers, are we becoming less patient with people?
Notice what happens when someone needs more time to learn, work through an idea, or ask a question. Do you stay curious? Or do you rush them toward an answer?
This is where self-awareness matters. Our own excitement, anxiety, or urgency can shape how we lead through change. If we’re eager to move quickly, we may miss someone’s legitimate concern. If we’re uncomfortable admitting what we don’t know, we may make it harder for others to be honest, too.
Try this: Before your next team meeting, pause and set an intention to notice your pace. When you feel the urge to hurry someone along, ask yourself, “Does this moment require speed, or does it require my patience?” That small pause gives you a chance to choose how you lead.
We can be curious about AI and thoughtful about its use while continuing to invest in the human work of leadership: building trust, exercising judgment, developing people, and taking responsibility for our impact.
I’m excited about what these tools might make possible. I’m especially interested in what we choose to do with the time and capacity they create.
Will we fill every available minute with more work? Or will we use some of that space to be more present, more thoughtful, and more intentional with our people?
That’s a leadership choice we can make right now.