What does leadership look like in the age of AI?
Leaders who flourish in this world need a specific set of skills — sharp critical thinking, comfort with genuine uncertainty, and the judgment to know what's worth doing when AI can do almost anything.
But it goes deeper than skills. Leaders today make decisions that are not just technical or financial but fundamentally philosophical. What is your organisation for? What counts as reliable knowledge when AI can generate anything? What ethical commitments will you defend under real pressure?
Most leaders have never been trained to think explicitly about these questions. And most leadership development tries to change what people know rather than how they think.
I develop philosophical proficiency in leaders and teams — the capacity to surface the hidden assumptions that shape decisions, to reason about them rigorously, and to act with clarity and integrity in a world that offers neither easy answers nor stable ground.
This work takes different shapes depending on what's needed: 1:1 coaching, team programmes, or work built around the real decisions you're facing right now.
I've written about this in more depth in the Harvard Business Review: Great Leaders Question Philosophical Assumptions.