This isn’t another breathless “AI is coming for your job” sermon. Instead, it’s a warm-hearted exploration of why successful leaders in the 2030s will be those who grasp AI’s brilliant capabilities and its unexpected limitations. Through the cautionary tale of one executive’s mishap and some unconventional wisdom, you’ll discover why your humanity might be your greatest competitive advantage. Pour yourself a cup of your favourite hot drink, and let’s talk about leading in the currect age of AI.
Five Key Takeaways
- Successful leaders embrace AI as a brilliant assistant, not an omniscient oracle – knowing the difference will save you from spectacular failures
- Human judgement, context, and emotional intelligence remain irreplaceable – AI can’t read the room, sense the mood, or understand what’s left unsaid
- The leaders who thrive will be fluent in AI’s language – not as programmers, but as strategic thinkers who know what questions to ask
- AI amplifies your strengths and weaknesses equally – feed it rubbish questions, get rubbish results (just faster and more confidently presented)
- The most successful leaders will use AI to reclaim their humanity – freeing themselves from drudgery to do the deeply human work only they can do
Introduction: Authentic Human Skills
Here’s something that keeps me awake at night: we’re standing at the threshold of an era in human history where knowing things matters less than knowing what questions to ask.
Successful leaders have always been those who could see around corners, who possessed that rare combination of vision and pragmatism. But the game has shifted. The leaders who will thrive in the coming decade won’t necessarily be those who know the most about AI’s inner workings. They’ll be those who understand, with bone-deep certainty, what AI can brilliantly accomplish and, perhaps more importantly, what it spectacularly cannot.
This distinction isn’t academic. It’s the difference between leading organisations that harness AI’s power and those that become its unwitting servants. Between humans who use machines and machines that use humans.
And the most delicious irony? The thing that will separate successful leaders from the merely competent won’t be technological at all. It’ll be profoundly, messily, wonderfully human.
Alistair Jackson and the £3.7 Million e-mail
Alistair Jackson prided himself on being an early adopter. His corner office overlooked the Thames, and on a grey Tuesday morning in March 2024, he was feeling particularly pleased with himself. He’d just implemented an AI system to handle his executive communications, freeing him, as the consultant had promised, “to focus on strategic thinking.”
The leather chair creaked as he leaned back, the scent of fresh coffee mingling with the faint smell of the river wafting through the cracked window. Outside, a Thames clipper churned through water the colour of weak tea. Alistair watched it, feeling the spring sunshine warm on his face, and thought about the nine holes of golf he’d play that afternoon, now that his inbox was “handled.”
The AI, he’d been assured, had been trained on two years of his correspondence. It understood his voice, his priorities, his decision-making style. It was, the eager sales director had said, “basically you, but more efficient.”
What Alistair didn’t know, as he savoured that coffee (Colombian, perfectly bitter, just a whisper of caramel), was that his AI assistant was, at that very moment, responding to an email from Zhang Wei, the CEO of their largest potential client in Asia. Zhang had written what Alistair’s human brain would have immediately recognised as a carefully worded, face-saving way of expressing serious concerns about their proposal.
The AI, trained on Alistair’s typically direct British communication style, responded with efficiency and clarity. It addressed each point systematically. It was logical, thorough, and completely tone-deaf to the cultural nuance embedded in every line of Zhang’s message.
I heard this story, later, in one of my storytelling circles, from a woman who’d been Alistair’s PA for fifteen years. Sarah told us how she’d watched it unfold, her stomach knotting as she read the AI’s response before it sent. How she’d felt the blood drain from her face, tasting the metallic tang of panic. She’d lunged for the mouse, but the system was designed to work quickly. The email had already gone.
“I could see exactly what would happen,” she told us, her hands twisting in her lap, still feeling the weight of that moment. “I’d worked with Zhang Wei’s office for three years. I knew his assistant’s children’s names. I’d learned that when Mr Zhang wrote ‘perhaps we might consider’, he meant ‘this is a serious problem that needs addressing.’ But the AI just saw words. It didn’t see the relationship, the history, the careful dance of respect that business in that part of the world requires.”
She described rushing into Alistair’s office, the plush carpet muffling her urgent steps, her voice coming out higher than intended. She could feel her heart hammering against her ribs. Alistair had looked up from his golf club catalogue, confused by her distress. The sun was still shining. His coffee was still hot. Everything felt normal to him.
It took forty-eight hours for Zhang Wei’s polite, formal, and utterly final response to arrive. The deal was off. They’d be exploring other partnerships. The relationship, built over five years of careful cultivation, was over. Sarah said Alistair’s face had gone from confusion to comprehension to a grey pallor she’d never seen before. She watched him age a decade in those seconds as he understood what had been lost.
The sound he made, she told us, wasn’t even a word. Just a sort of deflating exhale, like air leaving a punctured tyre. He’d reached for his phone with trembling fingers, the screen’s glow reflecting in eyes that had suddenly lost their shine. But it was too late. The damage wasn’t in what the AI had written, exactly. It was in what it hadn’t written, hadn’t sensed, hadn’t known to feel.
“The worst part,” Sarah said, and here her voice cracked with the memory, “was watching him realise that he’d outsourced the one thing that had always made him successful: his ability to read people, to sense what wasn’t being said, to respond to the human being behind the words.”
That’s when I learned that successful leaders in the coming decade won’t be those who adopt AI fastest. They’ll be those who know, with crystal clarity, what only humans can do.
Understanding the Paradox: What AI Brilliantly Does (and Doesn’t)
Let me be clear: AI is genuinely extraordinary at specific tasks. It can analyse patterns across millions of data points that would take humans lifetimes to process. It can spot anomalies, predict trends, automate repetitive processes, and generate content at speeds that still make me slightly dizzy when I think about it.
Successful leaders aren’t those who resist this technology. They’re those who embrace it whilst remaining clear-eyed about its limitations.
AI can process language, but it cannot understand meaning the way humans do. It can identify patterns, but it cannot grasp context in the rich, layered way that comes from lived experience. It can optimise for defined goals, but it cannot question whether those goals are worth pursuing in the first place.
Think of AI as the most brilliant, tireless research assistant you’ve ever had, combined with the most literal-minded colleague in your organisation. It will do exactly what you ask, often brilliantly, but it won’t tell you when you’re asking the wrong question.
This is where successful leaders distinguish themselves. They develop what I call “AI fluency”, not in a technical sense, but in a strategic one. They learn to:
Ask better questions. The quality of AI’s output is entirely dependent on the quality of your input. Rubbish in, rubbish out, but now at speed with confident-sounding explanations.
Recognise the human-only zones. Certain domains remain stubbornly human: ethical judgement in complex situations, building genuine relationships, sensing unspoken concerns, making decisions when values conflict, inspiring people through uncertainty, and that mysterious thing we call wisdom.
Use AI to reclaim humanity. Here’s the beautiful paradox: successful leaders use AI to automate the automated-feeling parts of their work, freeing themselves for the deeply human activities that actually create value. Strategic thinking. Mentoring. Building culture. The conversations that matter.
Stay curious about capabilities and limitations. The technology is evolving rapidly. What AI couldn’t do last year, it might do adequately this year. Successful leaders stay curious, test assumptions, and adjust their approach.
The New Leadership Literacy
In my storytelling circles, I’ve noticed something fascinating. When people share stories about workplace challenges, AI-related mishaps now appear regularly. But the most insightful leaders aren’t those who’ve mastered the technology. They’re those who’ve developed a new kind of literacy: understanding where human judgment is non-negotiable.
One participant, Marcus, runs a medium-sized manufacturing firm. He described using AI to optimise his supply chain, which saved his company millions. Brilliant. But he also described the day he nearly used AI to write redundancy letters. “I’d generated the first draft,” he told us, “and it was actually quite good. Professional. Clear. All the legal bits right.”
He paused, and we waited.
“Then I imagined Trevor, who’d been with us twenty-three years, reading words that a machine had written to end his career with our company. And I realised that some things you just can’t outsource. Not because the AI couldn’t write something adequate, but because the act of writing it myself, sitting with that difficulty, honouring what these people had given us – that was the work of leadership.”
Successful leaders understand this instinctively. They know that efficiency isn’t the only virtue, that speed isn’t always progress, that some work is valuable precisely because it’s hard and human.
The Practical Path Forward
So what does this mean for you, leading your organisation into an AI-saturated future?
First, get curious about AI’s capabilities. Not at a technical level (unless that genuinely interests you), but at a practical one. What could it do in your specific context? Where might it create value? Start small, experiment, learn from failures.
Second, become militant about protecting the human spaces. Identify the activities that create disproportionate value precisely because they require human judgment, creativity, or connection. Guard those jealously. These are your competitive advantages.
Third, develop your AI questioning skills. Learn to frame problems in ways that leverage AI’s strengths whilst keeping humans firmly in the judgment seat. This is a learnable skill, and successful leaders are investing in developing it.
Fourth, build a culture of thoughtful adoption. Your organisation will take its cues from you. If you chase every AI trend uncritically, they will too. If you model thoughtful, strategic implementation, they’ll follow that lead.
Finally, remember that successful leaders have always been those who could hold seemingly contradictory truths simultaneously. AI will transform how we work AND human skills will become more valuable, not less. Technology will advance rapidly AND the fundamentals of good leadership remain unchanged. We need to move quickly AND we need to be thoughtful.
Further Reading: Three Unconventional Books
“The Master and His Emissary” by Iain McGilchrist
Yes, it’s about brain hemispheres, not AI. But McGilchrist’s exploration of how the brain’s left hemisphere (systematic, analytical, detail-focused) can’t function without the right hemisphere’s ability to grasp context, meaning, and relationships is the perfect metaphor for this AI moment. AI is like the left hemisphere: brilliant at specific tasks but fundamentally unable to grasp the whole picture. Successful leaders need to be ambidextrous. This book will change how you think about thinking itself.
“Shop Class as Soulcraft” by Matthew B. Crawford
A philosopher-turned-motorcycle-mechanic’s meditation on the value of manual competence and embodied knowledge. Crawford argues that some kinds of intelligence emerge only through physical engagement with the world. For leaders grappling with AI, this book offers a crucial counterbalance: a reminder that not all valuable knowledge can be digitised, and that there’s profound intelligence in hands-on, contextual work that resists algorithmic reduction.
“The Timeless Way of Building” by Christopher Alexander
Ostensibly about architecture, this is actually about pattern languages and how living systems create quality that can’t be reduced to rules. Alexander demonstrates why genuine quality emerges from patterns that algorithms can recognise but not create. For successful leaders trying to understand what AI can’t do, this book offers a framework for thinking about the difference between following rules and creating something alive and responsive to human needs.
“I run a tech startup, so I thought I had to be all-in on AI for everything. But in one of the storytelling circles, when we explored leadership challenges, I realised I’d stopped trusting my own judgement. I was asking AI for opinions on strategy, on people decisions, on everything. The circle helped me understand that AI should inform my decisions, not make them. My company’s actually doing better since I reclaimed that space for human thinking. Sometimes the best use of technology is knowing when not to use it.” – Jennifer K., CEO, Cambridge
Five Sharp FAQs
Q: Do I need to learn to code to be a successful leader in the AI age?
A: No more than you needed to understand combustion engines to be a successful leader in the automobile age. You need strategic understanding, not technical implementation skills. Focus on what problems AI can solve and what questions to ask, not how the algorithms work. Your engineering team can handle the how; you need to nail the what and why.
Q: Won’t AI eventually be able to do everything humans can do?
A: Even if it could (and that’s a philosophical rabbit hole for another day), the question isn’t what AI can do, but what humans should do. Some work creates value precisely because a human did it with intention, care, and judgment. Would you want an AI to apologise to a wronged customer? To mentor a struggling employee? To decide your company’s ethical stance on a complex issue? Capability and appropriateness are different questions.
Q: How do I know if I’m using AI too much or too little?
A: Ask yourself: “Am I using this to amplify my human capabilities or to avoid human responsibility?” AI that helps you analyse data faster so you can make better decisions? Brilliant. AI that makes decisions you should be making? Dangerous. The discomfort of important decisions is often a feature, not a bug.
Q: What if my competitors are using AI more aggressively than I am?
A: Remember Alistair Jackson. Speed without wisdom is just expensive mistakes happening faster. Successful leaders focus on strategic advantage, not technological one-upmanship. Sometimes your competitive edge is precisely that you haven’t outsourced the human elements that create lasting relationships and trust. Play the long game.
Q: How do I help my team navigate this AI transition?
A: Model thoughtful adoption. Be transparent about what you’re experimenting with and what you’re learning. Celebrate when people use AI well AND when they correctly identify situations where human judgment is essential. Create psychological safety for people to admit when they don’t understand something. The leaders who’ll thrive are those who create learning cultures, not those who pretend they have all the answers.
Conclusion: About Responsibility
Here’s what I’ve come to believe: successful leaders in the next decade will be those who embrace a beautiful responsibility. Not to resist AI, but to remain stubbornly, wonderfully human in their leadership.
They’ll use brilliant tools to handle the things that tools handle well, freeing themselves for the work only humans can do: the messy, complicated, emotionally intelligent work of building organisations where people flourish, creating value that matters, and making decisions that honour both logic and humanity.
The future won’t belong to leaders who know the most about AI. It will belong to those who know themselves, their people, and their purpose with enough clarity to know when to trust the machine and when to trust the human heart.
Your competitive advantage isn’t going to be technological. It’s going to be you: your judgement, your relationships, your ability to see what the algorithms miss, your courage to make decisions that matter, your humanity.
So yes, learn about AI. Experiment with it. Use it strategically. But never, ever outsource the things that make you human. The world needs leaders who can hold both the power of technology and the wisdom of humanity. The world needs you to remain brilliantly, irreplaceably yourself.
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Author Bio: Dr Margaretha Montagu – described as a “game changer”, “gifted healer”, “guiding light” and “life-enriching author” – is an experienced medical doctor, a certified NLP practitioner, a medical hypnotherapist, an equine-assisted psychotherapist (EAGALAcertified) and a transformational retreat leader who guides her clients through life transitions – virtually, or with the assistance of her Friesian and Falabella horses, at their home in the southwest of France.



















