Leadership for Human Work in the Age of AI
A live working session with Jennifer Garvey Berger and Leanne Holdsworth.
AI is accelerating change, reshaping organisational structures and cultural norms faster than most systems were designed to absorb. At the same time, the human work of leadership – staying open under pressure, holding competing truths, and keeping people thinking together – has never been more consequential.
This 90-minute working session explores the capacities senior leaders need to lead well in this moment.
We encourage CHROs and senior people leaders to attend alongside a C-suite or transformation counterpart.
Online via Zoom · 90 minutes · Complimentary
Most of us who consider ourselves curious, relational, and able to hold complexity are noticing something: under sustained pressure, we’re responding in narrower ways. Not because we’ve become less capable, but because the conditions themselves are more demanding than many of the systems we’ve learned to rely on.
Consider what it is actually taking right now to sustain your people, to hold the status quo while simultaneously responding to everything pulling you forward, to remain steady when the ground beneath your organisation keeps shifting, and to keep people thinking together at the very moment anxiety wants to compress the conversation.
Why is that?
Leadership already requires continued attention to our choices and ways of being and to the systems those choices shape over time. What’s different now is the pace at which AI is reshaping, and in some cases destabilising, the organisational structures within which our systems operate, disrupting familiar pathways of decision-making and simultaneously raising the stakes on everything it cannot do.
It unsettles how we have learned to make sense of things together: what we thought we knew, who we turn to for expertise, how judgment forms when information is partial, and how decisions move through the system. And here is the bind: at the same moment the external system becomes less stable, our inner capacity to remain expansive is under pressure, with each dynamic intensifying the other.
The Human Work of leadership, staying open when instinct urges closure, holding conflicting truths without collapsing them into false certainty, and keeping people able to think together in the face of volatility, becomes both harder to access and more essential than ever.
Expanding our capacity in this context means working at the level where pressure actually operates: in the assumptions and habits of mind that shape how we see, interpret, and respond when stakes are high and frameworks feel insufficient.
This session is for senior leaders who want to lead at the level this moment requires, strengthening their own capacity and shaping the conditions their organisations now depend on. Developing this capacity is the most important work we can do right now.
We’re creating space to work with this tension in practice.
