In a world where change is relentless and technology can answer almost any question, what truly sets great leaders apart? It’s not just strategy or planning. It’s how they show up.
As AI transforms how we work, the human side of leadership has never been more vital.
We’ve known for decades that the skills required to lead through change continue to evolve. Planning for change isn’t enough. Leaders must actively seek opportunity, especially in fast-moving spaces like generative AI, and prepare their teams to move with clarity and confidence.
There are countless theories on how leaders can help their organizations thrive—many created by the same AI driving disruption.
Reflecting on AI’s impact, I’ve realized my value as an Organizational Change consultant lies in supporting and coaching leaders through change—drawing on experience to build organizational maturity. Unlike AI, I help implement change and work directly with people.
So, what should leaders do? How do you lead during these challenging times? The answers aren’t new. But our time is not unlimited, and we must choose which ones to apply and figure out the best way to apply them.
There are many leadership frameworks worth exploring. But in my experience, two practical behaviors consistently separate adaptive organizations from reactive ones.
1. Create Visible, Human Feedback Loops
I was working at an organization that had gone through several internal reorganizations in the space of five years. These were done to better organize and align the business with a changing marketplace.
The CEO knew that employees were on edge and would benefit from hearing from him directly, so he instituted Friday afternoon Open Office Hours in which any employee could drop by without an appointment One Friday I was walking past and saw him sitting at his desk by himself. I looked in the doorway, and our conversation went something like this:
“Hi Jim. How are the Open Office Hours going?”
“Ah, not great. I’ve been doing this for a few weeks now and no-one has come by”
I looked at him and said:
“Well they’re probably intimidated. You’re in your CEO office, surrounded by your CEO stuff and sitting behind your big CEO desk. Here, grab a cup of coffee and I’ll take you over to my department and we can chat with a few people”
“OK, but I don’t need the coffee, I’m good”
“Yes, you do. It’s a prop. You’ve never been to my department. If I show up with you on a Friday afternoon, everyone’s going to think someone’s getting fired. But if you show up with a coffee cup in hand it’ll feel more like a social visit, and whoever fired people while sipping coffee? Grab that big one over there.”
We walked over. People froze. Then they registered the coffee and the relaxed tone. The first conversation was awkward. Then came the questions about direction, policy, things that mattered.
The following week we did it again, and people were more relaxed and willing to talk.
The week after that, Jim said, “how about I just drop in by myself this time?.” He didn’t need an escort anymore. From then on, access replaced hierarchy. He didn’t change policy. He changed proximity. And proximity builds trust. If you want unfiltered feedback, remove symbolic barriers. Sometimes that means relocating the conversation. Sometimes it means borrowing credibility. Sometimes it means holding the coffee.
2. Examine the Leadership Shadow you Cast
Employees pay attention to how their leaders behave and quietly decide how much to trust you. They track your mood, your reactions under pressure, your accessibility.
They ask one silent question: Is it safe to speak up here?
In my experience, helping leaders see their shadow is one of the fastest ways to shift culture.
Some leaders are unaware of their shadow. Others choose not to examine it. Interrupting. Dismissing. Remaining inaccessible. Sometimes, attempts to share personal stories only emphasize the gap between leaders and employees.
In a social situation, these behaviors might be annoying, but in a business environment they destroy trust and build a wall between leaders and staff.
Not every leader welcomes that reflection. One leader told me plainly: “Command and control works for me.”
Others avoid visibility altogether.
Eventually, I realized some leaders simply aren’t comfortable with this type of reflection, but generally don’t want to admit it.
But small behavioral adjustments like listening longer, reacting slower, asking one more question, can dramatically increase engagement.
The more information and different perspectives can flow freely in an organization, the more able that organization will be to handle increasingly rapid and disruptive change.
Where does this bring us?
There’s no single solution to every challenge, but even one meaningful change in leadership can help organizations adapt. Focus on one area and take action. Let’s grab our coffee cups and get out there.
