Most senior leaders stopped getting better years ago. They didn’t stop caring or run out of ambition. They simply arrived somewhere comfortable, and because they typically don’t make mistakes, they’re a safe pair of hands.
I was thinking about this as I struggled with the Dorian scale on my guitar…
AI is often painted as a threat to jobs, and in many cases it is. That’s bad news for knowledge roles that are mostly processing because the first and most powerful use of AI is “1000 interns,” able to automate months of research in minutes. But the other side of AI automating humans out of jobs is a lot more positive. However, that requires the deliberate deployment and development of HI – Human Intelligence.
Feeling overwhelmed is a natural response to uncertainty. There’s not much that can be done about the external sources of overwhelm, but there are some things you can do to reframe the environment for people, mainly around helping people see opportunity in change, and by giving them the tools to be more adaptable in uncertain times.
A lot of managers talk a good game about accountability. But few actually do it consistently. No one likes being the one who has to say: “We needed you to do this job, and you didn’t do it.” But avoiding accountability hurts your team more than that conversation ever will.
Gen Z and Millennials now represent a substantial portion of the global talent pool. Their perspectives on work, career progression and well-being are not the same as their predecessors. In this article I look at two important dimensions: how should managers adapt to these folk, and how should senior leaders lead and manage these people as they move into management?
