iOS 27 beta code hints that Lucid and Xiaomi vehicles could gain Apple Car Key support, though compatible models and launch timing remain unconfirmed.
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The emergence of AI in corporate life has made almost every professional question what their role will look like—or whether it will even be there—in the next few years. For now, senior leaders may be more insulated from disruption than less experienced colleagues, whose work often involves tasks (from creating marketing plans to analyzing data to writing code) that AI can effectively automate.
But that delayed impact shouldn’t be taken as permission to simply keep doing the same thing. Given the predicted exponential gains in AI capabilities, it’s logical that many elements of a top leader’s own job will eventually be supplemented or taken over by AI. At a minimum, leaders will need to adjust how they engage with and support their employees—perhaps reduced in number—who are leveraging AI tools.
We’ve studied this transition closely—Tomas as an organizational psychologist and author of I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique, and Dorie as a keynote speaker and consultant for companies reinventing themselves in the face of AI. Here are four key ways senior leaders need to upgrade their talent in the midst of these disruptive changes, in order to not just “ride the AI wave” but actually act as the change agents we need to create a better future.
(1) Understand AI as a Leadership Issue. Too often, leaders tend to think of AI as a technology issue—what tools should we use, and how can we get employees to adopt them—rather than a leadership challenge. Yet even if AI stopped developing today, which is extremely unlikely, its impact on work, organizations, talent, and leadership has already been profound. It’s essential for leaders to think about AI’s ongoing role in their organization holistically—for instance, by revisiting their operating model, structure, incentives, and even their talent decisions about who needs to be hired or promoted to suit the new circumstances.
(2) Know the Right Questions to Ask. Leaders can’t rely on their tech teams or junior employees to navigate AI on their behalf, like an old-time CEO insisting his secretary print out emails to read. No one should be expected to know the ‘right’ answers when it comes to a fast-moving technology, but leaders need to roll up their sleeves and experiment with the technology enough to ask the right strategy questions, such as:
a. What does AI actually mean for our specific business or organization?
b. Where and why would AI adoption help (or not)?
c. How can our teams and organization go from adoption to realizing actual value?
d. How can we go from automation to augmentation?
e. How should we navigate the tension between productivity and AI workslop—aka efficiency vs. quality work?
f. What ethical and societal concerns should be taken into account as the company makes AI-related decisions (such as the impact on entry-level jobs, employee morale, economic inequality, and the environment—all of which impact company reputation and brand)?
(3) Cultivate Good Judgment. In a world where everybody uses AI, and those tools are increasingly trained by the same public data, information and expertise will be commoditized. That means human judgment—the ability to tell what knowledge to use, when, and how—will become even more valuable. Senior leaders need to remember: if their approach to problem-solving and decision-making is to simply delegate to AI, then they are automating themselves and fading into irrelevance.
Instead, ensure you become known for the quality of your insights and judgment, both inside and outside your company. Raise your hand to present at conferences or share what you’re learning with colleagues; volunteer to lead a task force at work or, depending on your company’s policies, start posting educational reflections on social media (“Here’s what I’ve been learning or experimenting with”). A strong brand becomes your career insurance policy; when people have heard of you and understand the quality of your ideas, you’re far less vulnerable to disruption than colleagues who have remained mostly anonymous.
(4) Embrace Soft Skills. Even if AI wins the IQ battle, the EQ battle is still up for grabs. Accordingly, we expect organizations to de-emphasize leadership selection based on technical expertise, academic training, and even functional experience—all of which AI tools can match. Instead, we believe companies will increasingly hire leaders based on ‘soft skills’ that have too often been dismissed in the past, such as learning ability, curiosity, empathy, self-awareness, humility, and integrity. These skills make leaders nimble in the face of fast-paced change, and help them relate to workers who—dependent on AI and interacting with technology all day—crave human validation and guidance from their leaders.
Leadership is, as Gianpietro Petriglieri observed, an argument with tradition, and that argument is now constant, unavoidable, and accelerated by technology. The implication is clear: the leaders who will matter most are not the ones who preserve the status quo, but those willing to challenge it. If your mandate is merely to maintain what already exists, then you are managing decline, not leading progress. The real opportunity for senior leaders is to redefine their role not as custodians of stability, but as architects of reinvention, shaping organizations that are not just resilient to AI, but elevated by it.
Chrome 150 adds an in-menu back button to Android, reorganizes several controls, and delivers important browser security fixes.
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My husband and I stumbled into Imago therapy early in our marriage. We were both open to therapy because we knew enough to know what we didn’t know. He came from a divorce, and I came from witnessing parents who were married for 48 years but continually had the same arguments over and over again. We didn’t want to repeat those mistakes.
Imago rewired how I think about communication. It was developed by Harville Hendrix and its premise is that every relationship we enter is an unconscious attempt to resolve something unfinished from our earliest caregivers. So, the person sitting across from you isn’t just a colleague, a direct report, or a board member. They are, in some dim way, a mirror. The relationship itself is the unit of growth, not the individual alone.
That insight circled back to me when I spoke recently to Mies de Koning, the Vice President of Talent & Organizational Development at The Rockefeller Foundation. We were discussing what it means to ground work in the collective versus solely in the individual. For decades, our society has built its leadership models around the individual: the visionary founder, the decisive CEO, the charismatic manager. We assess, develop, and celebrate leaders as solo performers, or the lone genius. But Imago asks a more disruptive question: what if the leader is not the point? What if leadership is an outcome of the relationship… a function of the group?
From the “I” to the “We”
Imago’s central therapeutic tool is the dialogue: it teaches a structured exchange in which one person speaks and the other mirrors back what they heard without editing, defending, or advising. It sounds deceptively simple. What it actually does is shift the locus of meaning from the speaker to the space between them. The relationship becomes the container for insight.
This is a necessary shift in our organizations and something called Inside Out Leadership. Its principles are that self-knowledge is the prerequisite for effective external leadership, and that transparent leadership values personal capabilities & interests as much as our resume checklist begins with the Delphic imperative to know thyself. Because self-knowledge is a prerequisite to effective external leadership. But self-knowledge is not the destination. It is the entry point into genuine relational competence. Leaders who stop at self-awareness are still operating from the old individualist paradigm: I have done my inner work, now I lead outward. Imago corrects this. It insists that you cannot fully know yourself outside of a relationship. The group reveals more fully what the mirror cannot.
Leadership as relational infrastructure
In what I call the Imagination Era — a moment demanding human creativity and sentient intelligence as strategic assets — this reframe is not soft. It is structural. When AI can simulate the outputs of individual expertise, the differentiating value lies in the quality of collective sense-making. Can this team think together? Can they hold productive tension between wonder and rigor? Do they have the psychological infrastructure to surface dissent without fracture?
Imago gives us a design principle for that infrastructure: create conditions where mirroring, validation, and empathy are normative, not exceptional. In organizational terms, this means we stop asking “Who is the leader here?” and start asking “What does leadership look like when it creates a feedback loop through this group?” It means building team rhythms, dialogue norms, and decision rituals that distribute the leadership function rather than concentrate it.
The courage to be incomplete
Here is what Imago ultimately requires of leaders: the courage to be incomplete. In couples work, Hendrix argues that we choose our partners partly because they carry capacities we have suppressed in ourselves. The irritating thing about your partner is often the very disowned thing in you! The same dynamic runs in teams. The leader who cannot tolerate ambiguity hires someone who can, and then systematically overrides them. The visionary who resists operational discipline surrounds herself with executors whose input she then dismisses.
Collective leadership means recognizing that your team is not a support structure for your vision. It is the completion of it. The inventory of courage we each carry—those accumulated acts of risk, failure, and recovery—become most potent when it enters into dialogue with other people’s inventories. That is how organizations build the kind of collective creative confidence that no individual genius can manufacture alone.
We have long measured leadership by what a single person produces. The Imagination Era asks us to measure it by what a group is becoming. That is not a contraction of the leader’s role. It is an expansion of what leadership can do.
The iPhone Air 2 could gain a larger battery, an A20 chip, and a second camera as Apple reportedly works to improve endurance without adding bulk.
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New York will ban Meta and other smart glasses from all 1,240 state courts starting July 20 over privacy and recording concerns.
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My ghost hangs out in a recycling bin. In my small family—mom, sister, me—one of my nicknames was “Toter woman.” The Toter was our large blue recycling bin on wheels. I carried it up our hilly driveway every week, without fail. There was no dad or brother to do it. I was competent and strong. I did things myself; I was the eldest daughter of a single mother. Who needed a man around? Toter woman is a well-meaning family ghost. She’s powerful, but also exhausting because she always has to know the answer, do the right thing, and step up. I battle her every day.
Do you bring ghosts to work? Probably. Family ghosts are the fundamental attitudes and behaviors that evolved from your family of origin and follow you into the present. We grow up playing roles in our families; we repeat those roles as adults and sometimes build entire careers around them. And if our ghosts are keeping us stuck in unhelpful patterns, we can exorcise them.
In a classic Harvard Business Review article, MIT Professor Deborah Ancona, collaborating with Dennis NT Perkins, says the first step is identifying your ghosts. Our ghosts play a huge role in what motivates us, and so we need to understand them. I wrote about the power of understanding what really motivates you in my last column, when I introduced TAAM, my framework for the four forces—Time, Attention, Agency, and Motivation—that shape how we actually function at work.
What family ghost drives your motivation?
Of the four, Motivation is the one most influenced by family ghosts. Not because we don’t know what motivates us; most of us could rattle off an answer if you asked. The problem is that the answer we give is usually about external forces we’ve become habituated to: deadlines, praise, fear, keeping the peace, winning a competition. What we rarely examine is why that particular fuel works on us, why it motivates us, and if it’s healthy for us.
Tech executive Andy Johns learned this the hard way, and it nearly cost him everything before it saved him.
I interviewed Andy for my podcast The Anxious Achiever in 2022, and his story sticks with me today. Andy spent close to two decades at the center of Silicon Valley’s growth machine, with jobs on early teams at Facebook, Wealthfront, and Quora, executive and advisory roles with ten multi-billion-dollar startups. By every external measure, he was one of the most successful people in tech. He was also, by his own account, falling apart.
The first panic attack hit on a train into San Francisco, on his way to work at Twitter. Vivid, violent intrusive thoughts arrived with no warning and no obvious trigger. He made it to his desk, sat through the panic until he couldn’t anymore, then walked out, got back on the train, and cried the whole way home. He didn’t tell anyone. He just kept going.
What Andy didn’t understand yet—and wouldn’t for years—was where that panic was coming from, or why he’d spent his entire adult life chasing achievement with something close to desperation.
The truth, when he finally excavated it, was rooted in his childhood. He grew up in a volatile household; his mother struggled with serious mental illness and died when he was ten, the family going bankrupt paying her medical bills. Amid the instability, Andy found one reliable way to feel okay: achievement. Every blue ribbon, every trophy, every home run, every A, he told me, meant proof that he was good, that he was lovable at a time when he didn’t otherwise feel that way. He put it to me this way: achiever Andy equals loved; unachieving Andy equals unlovable. Quite a ghost.
That equation didn’t stay in his childhood. It became the operating logic of his entire career. The drive that built his reputation as one of the sharpest growth minds in tech wasn’t ambition in the way we usually talk about it at work. It was a coping mechanism that happened to be extraordinarily good at producing results—right up until his nervous system, running in a state of high alert since childhood, started sending unmistakable signals that it couldn’t keep going.
Can you relate?
Here’s what makes Andy’s story more than a cautionary tale about burnout: he eventually did something most high achievers never do. He turned inward, instead of doubling down on the achievement that had always numbed the pain. Therapy, self-inquiry, what he calls “internal engineering,” years of deliberately rewriting the belief that his worth was conditional on his output. And as that belief loosened its grip, something he hadn’t expected happened: his drive to achieve started to loosen too.
Andy described a tension to me that he hears constantly from other high performers: a fear that if they actually do the internal work and they stop running from whatever they’re running from, their drive will evaporate, and their success along with it. As if achievement and self-acceptance are locked in some zero-sum trade.
For Andy, it wasn’t zero-sum, but it also wasn’t free. When he finally felt like enough, independent of his next win, he walked away from a career on track to pay him seven figures a year—at its peak—because staying would have meant continuing to prove something to himself that no longer needed proving.
This isn’t an argument against ambition, or a suggestion that drive is inherently a red flag. Plenty of people are motivated by challenge, curiosity, meaning, or the simple pleasure of doing something well, with no childhood wound underneath it. Plenty of us are motivated by money, myself included. The point isn’t that achievement is suspect. It’s that achievement can mask itself as motivation when it’s actually something closer to anesthesia—and the only way to know the difference is to ask.
Giving up the ghost
Ancona’s framework helps here. She’s coached plenty of executives carrying what she calls the Never Good Enough ghost: enough is never enough, you have to keep maxing out, you have to be number one. Or its close cousin, which is the belief that you are not enough as you are, that you have to keep proving yourself through achievement no matter how much you’ve already accomplished. “These are perhaps your anxious achievers,” Ancona told me.
What I find most useful about the ghost concept is that it’s not pathologizing. Ancona is quick to point out there’s no shame in having ghosts, because everyone does. The goal isn’t to exorcise ambition. It’s to get specific enough about where your drive comes from that you can finally tell the difference between the part that’s genuinely yours, and the part that’s still trying to win an argument with someone from decades ago.
So here’s the question I’d add to your TAAM profile, under Motivation: when you succeed, what do you actually feel? Relief? Joy? A brief window where the noise in your head goes quiet? And when you imagine not achieving—taking your foot off the gas, missing the target, being merely fine instead of impressive—what comes up? Do you hear a voice from your past? If the answer edges toward shame, or a sense that you’d be exposed as fundamentally lacking, that’s worth sitting with. Not because something is wrong with you, but because your motivation isn’t only about the goal in front of you. It’s about an old story still running in the background.
Andy’s advice is to seek the truth about who you actually are, underneath the performance. Be willing to change old patterns. Therapy, journaling, meditation—the method matters less than the willingness to look. The answer, he told me, is never outside you. It’s always inside.
As for me, Toter woman is always going to be a piece of me. I love her. But I also love the freedom to let other people take charge, to not know the answer, and to sit one out. I’ve only recently been able to embrace this freedom, and it came from a lot of self-enquiry and hard inner work.
Try this: Think of the last time you achieved something significant at work—a promotion, a deal closed, a project that landed well. Notice what you felt in that moment, as specifically as you can. Then ask: was that feeling about the work itself, or about what the achievement proved about you? There’s no wrong answer. But the honest one is worth knowing, because it’s the difference between motivation that fuels you and motivation that might be from a ghost and ready to discard.
Susquehanna is offering master’s and Ph.D. interns up to $86,000 for a 10-week summer, plus free housing, complimentary meals, and other perks.
Soccer star Erling Haaland has led Norway to the World Cup quarterfinals—but off the pitch, he’s investing in chess and starring in a Viking movie.
I’m a process fiend. But most of the time, the “how this works” knowledge exists only in my head. As a solo business owner, this was mostly fine… until I needed to collaborate with other people.
Most solopreneurs treat process documentation as a someday task. There’s always something more pressing—like a client deadline, invoices to send, or a proposal to send. Plus, writing documentation isn’t exactly the most exciting task. Certainly not a revenue-generating one.
But odds are, at some point, you’ll be looking for outside support. Whether it’s a bookkeeper, a social media manager, a virtual assistant, or some other type of contractor, you’ll need to explain how things work in your business. And if nothing is written down, you’ll be starting from scratch at the worst possible time. Here’s how to avoid that trap.
Start with the next process you work on
Don’t try to document everything at once. You may sit down with the intention of writing out every workflow in your business, but the scope of the project will overwhelm you before you even start.
A better approach is to pick your most-repeated tasks and document them the next time you do them. If you send client invoices every two weeks, document the steps the next time you send one. If you schedule social media posts every Monday, write down your process next Monday.
You could also set aside a small, recurring time block each week—like 15 or 20 minutes—to capture the week’s process at one time. This is how I tackled my documentation project at first. Over a few months, you’ll have a growing library of documentation without it ever feeling like a massive project.
The real test is the handoff
When you’re the only person in your business, you can wing it pretty easily. You know where to find things, and you remember the quirks of how you use your tools. You can skip steps because you just know how things work.
That changes the moment you bring in outside help. Undocumented knowledge will quickly become a bottleneck because the person has to come to you needing an explanation.
Your documentation has to be understandable to someone who has never touched your systems before. That means including:
- Links to the tools or documents you use
- Screenshots of how things get done
- A clear step-by-step process.
Short videos can work well here, too (and sometimes it’s easier to show someone how to do something than to write it all out).
I’ve also found that I need documentation for processes I don’t have to touch very often. Even if it’s just me, if it’s something I only do once a month or once a quarter, I might forget how it’s set up. But if I document my process, I can pull it up and follow the steps.
AI removed the biggest excuse
The most common reason solopreneurs skip documentation is the work involved. If you stop what you’re doing to write everything down, it feels like it doubles the work.
But AI can handle the tedious task of writing documentation. Screen-recording tools like Loom and Scribe can turn a recorded walkthrough into written, step-by-step documentation automatically. You do the task as you normally would, record yourself doing it, and the tool generates the written version for you.
I’ve also used Claude to write standard operating procedures for me. Claude connects to different tools I use, and then I have Claude write a recap of how I use the connector. I save the recap to my Google Drive, so it’s available the next time I need to repeat the process.
You still know your processes better than anyone. AI just handles the part that used to make documentation feel like a chore—sitting down and writing it all out.
When you need it, you’ll be glad you have it
Last year, I had to step away from my business for several months due to medical issues. When that happened, I relied heavily on documentation for people who were helping me while I was away. A lot of my day-to-day processes were already documented, which made the handoff much easier.
Your list of processes will only grow as your business does. Each new tool, client, or workflow one adds another process that lives in your head until you take the time to get it out. The earlier you start, the less you’ll have to do later.
