AI is not just changing what we teach. It is changing how we think about learning itself. The focus is moving from simply acquiring knowledge to learning how to apply it in constantly changing environments.

Real accountability does not come from more check-ins or tighter oversight. In fact, that usually slows teams down. It comes from building clear systems where people understand what success looks like, what decisions they own, and how their work is measured against outcomes that actually matter.

More organizations are starting to recognize that leadership skills matter at every level, and I think that is going to have a major impact on the future of work.

A growing number of younger professionals are expressing something stronger than concern. In some cases, it is closer to mortification about what AI could mean for the environment, for ethics, and for the way communities connect with each other.

The real challenge in leadership right now is not change; it’s uncertainty. Change usually implies there’s a known destination, even if getting there takes work. Uncertainty is different.

Montgomery — often celebrated as the birthplace of the Civil Rights Movement — saw thousands of Americans march and speak out for voting rights this weekend. From 1965 through today, the fight for true equality and representation continues.

In leadership, strength is often mistaken for control. But real strength looks different. It looks like composure under pressure, the ability to make difficult decisions without rushing them, and holding your values when circumstances make it easier not to.

One of the hardest things for young professionals entering the corporate world is figuring out where the line is between adapting and assimilating. On the surface, they can sound like the same thing but in practice, they are very different.

AI can create leverage, speed, and entirely new ways of working. But there are also real tradeoffs, and pretending otherwise does not help anyone prepare. It will be crucial to teach people how to think critically about AI, how to question outputs, and how to work alongside it.

How change feels matters just as much as how well it is executed. We have gotten really good at the process of change, but not as good at the human side of it. We know how to plan and communicate change, but we aren't always preparing the people responsible for carrying it out.

Timely, insightful discussion… www.ted.com/talks/julian...

We spend a lot of time studying successful leaders and trying to replicate what they do, but most leadership failures don’t come down to a lack of strategy or insight. They come from a gap between knowing and doing.

Rich men have always manipulated society to maximize profits—but something else entirely is happening with today’s billionaires, Noah Hawley argues. He recounts what he saw during his weekend at Jeff Bezos’s Campfire retreat:

AI can produce options, summarize information, and even recommend actions, but it cannot take responsibility for choosing the right path forward in a complex, real-world situation.

It’s a simple quote, but it reflects something most people only fully understand in hindsight. When things are going smoothly, it is easy to stay in autopilot. We rely on what we already know, avoid risk, and keep things comfortable.

Teams learn quickly when a leader solves problems instead of listening, and they start holding back, only sharing what’s safe or convenient.

One of the biggest challenges with AI right now isn’t just what it can do, it’s how we decide what it should do. A lot of organizations are moving quickly to adopt AI, but governance and evaluation frameworks haven’t always kept up.

In @fortune.com - America’s CEOs have become reluctant guardians of democracy - "...the architecture of trust a functioning democracy requires has buckled, and capitalism remains one of the few forces with the reach and the credibility to fill the gap" fortune.com/2026/04/06/c...

Yesterday, the ProPublica Guild walked off the job in the first strike by a major U.S. newsroom over, at least in part, AI protections. I spoke with striking journalists and union leaders on the picket line in New York for @niemanlab.org. www.niemanlab.org/2026/04/prop...

Recent research highlights how empowering leadership can foster resilience, which in turn strengthens organizational identification, and it turns out that this effect is particularly pronounced among older employees who bring different socioemotional needs and experiences to the workplace.

Leadership is changing, and the way we think about it is evolving faster than ever. Today's strong leaders are now measured by their ability to balance performance with empathy, intuition with strategy, and decisiveness with curiosity.

“I never want it to be Geno and Dawn, Geno and this, Geno and that… I’ve tried really, really hard over the years to not make it about that ever again.” That was Geno Auriemma on Thursday. So where was that on Friday? Column from Phoenix:

Easter is often seen as a time of renewal, and honestly, it feels like a good reminder for how we should approach work and leadership too. Growth rarely comes easy, and real progress comes from being willing to reset, adjust, and keep moving forward.

Change management and inclusion are not separate conversations; they are completely intertwined. If people do not feel seen, heard, or supported, they are far less likely to embrace change, no matter how necessary or well-planned it may be.

Every Mardi Gras Day, something extraordinary emerges from the backstreets of New Orleans. It’s a tradition most tourists will never see. This Sunday, 60 Minutes goes inside the elaborate culture of the Mardi Gras Indians, also known as Black Masking Indians. 60Minutes.com

Great to be interviewed by Piar CEO, Tanzeel Sukhera, on the structural tension btw pragmatism and conscience in the C-suite, why the best hunches are also the most dangerous, and why AI has eliminated the very layer of skills most communications programs teach. Apple Podcasts, Spotify, and YouTube

Over at the newsletter I wrote about the unholy scourge that is "CEO said a thing!" journalism:

See more on how Americans react to breaking news:

Diversity remains an important goal, but many DE&I programs often failed to deliver the impact they'd promised. As such, the push back against DE&I could stand as an opportunity to rethink corporate initiatives and determine how we can more meaningfully support diverse professionals.

We typically think of mentorship as something that's reserved for in-house talent. Yet with companies increasingly relying on contingent workers and other temporary staff, it can helpful to offer them tailored mentorship as well to speed up onboarding and establish clear alignment on goals.

NOTUS plans to rebrand and build “the next great Washington newsroom” www.niemanlab.org/2026/03/notu...

DE&I is not a math problem. It’s a source of insight, perspective, and real competitive advantage. Representation is just the starting point.

New column: How Minnesota Beat Trumphttps://www.nytimes.com/2026/03/15/opinion/columnists/minneapolis-ice-trump-neighbor.html?smid=nytcore-ios-share

Coaching and leadership development are increasingly focused on helping people reflect on real situations they are navigating right now rather than studying abstract frameworks.

If you have ever read The Five Love Languages by Gary Chapman, you are probably familiar with the idea that people give and receive care in different ways. I believe that same principle shows up in leadership.

A DOGE staffer assigned to the National Endowment for the Humanities to flag grants for "DEI" tries to explain what "DEI" is. This deposition is part of a lawsuit by the @acls1919.bsky.social, @historians.org and @modernlanguage.bsky.social.

This is an illuminating post by pollster @davidcoletto.bsky.social on "The Brand Image Shaping Mark Carney’s Leadership."

There is a growing gap between what universities are teaching and what today’s jobs actually require. In boardrooms and operating teams across industries, AI is already embedded in workflows, decision-making, analytics, marketing, finance, product development, and customer experience.

The Death of the Brand Ego: Why Relationships, Not Logos, Win the C-Suite by @Timothy_Hughes buff.ly/2Vyyo4d @DLAIgnite #SocialSelling #DigitalSelling #Sales #SalesTips #SalesLeader #SalesEnablement #RevOps #Marketing #Leadership #MarketingStrategy #MarketingSuccess

This is a big misstep. From a brand and communications POV, it should’ve been clear that it wasn’t landing as intended after the recording and before the posting. It going live speaks to deeper issues and is a reminder that even strong brands can falter without rigorous internal feedback loops.

Exactly, @dkmars.bsky.social 🎯 This is not just a CCO problem, it’s a function problem, especially as it relates to stature, influence, and impact in the c-suite and boardroom👇🏾 www.provokemedia.com/latest/artic...

The rise of micro-mentoring isn’t a trend. It’s an adaptation. Traditional mentoring still has value, and I believe that some of the most meaningful career growth comes from long-term relationships with people who truly know you.

Courage may be the most under-discussed and undervalued resource in leadership today.

"When I think about what it means to be an American, I truly believe it's more than a pride we inherit. It's the past we step into and how we repair it,” says American poet Amanda Gorman.

Justice sure took a long while… apnews.com/article/henr...

once a year the brunchlords at Semafor host a "restoring trust in news" conference where they unironically platform most of the people responsible for destroying trust in news, then lob softball questions at them this year's lineup is a real doozy (notice the complete absence of indie media)

Careers no longer follow straight lines. Diverse experiences, lateral moves, cross-functional projects, industry pivots, and nonlinear growth all have today's career ladders looking more like career quilts.

Surveying the growing backlash to AI, TIME spoke to nine Americans from disparate regions, ideologies, and professions — including a nurse, a pastor, and a filmmaker — who are taking the fight over this technology into their own hands. time.com/7377579/ai-d...

Traditionally, mentorship has followed a predictable model: experience flows down, wisdom trickles from senior leadership to junior talent. However, today's workplace is proving that insight is not always hierarchical.

Southwest's new leadership knows what investors want. Whether they know what Southwest is anymore—that's less clear. f-st.co/A5wGt9i