A founder I know recently pulled her team into a brainstorm. She started with a question: “Which roles in this company could a clever AI take over tomorrow?” At first, the room was quiet. Then one by one, people volunteered ideas—some nervously, some with real relief. It was like watching people realize the floor was moving beneath them, and instead of panicking, they were mapping out new terrain together.

This isn’t just another automation story. It’s a shift in how we think about leadership and teams. Suddenly, the boss isn’t the only one who needs a strategy for the AI era—everyone does.

What actually matters now? Less about who can code, more about who can steer, question, and adapt. Leadership used to mean managing people and processes. Increasingly, it means orchestrating human strengths alongside AI tools and having the humility to admit when a machine has the better answer.

Here’s what I’m learning: The best teams are led by people who keep asking, “What’s possible now that wasn’t before?” and who don’t cling to control just to feel useful. The courage to let AI in—to pilot, experiment, rethink roles—that’s becoming the most transferrable skill.

It’s not only about what you know—it’s how boldly you reimagine yourself as things change. Leaders who embrace that will redraw the map. Read More