Communications

Can AI replace authentic leadership?

No, but it can erode the trust your team has in you if you let it do the talking. 67% of people believe leaders exaggerate or aren’t fully truthful. That’s not a rounding error. It’s a credibility gap.  

At the same time, AI has made it easier than ever for leaders to communicate and…err lead quickly. Need a data summary? Done in seconds. Message polished? Even quicker. That’s before it starts advising you on how to handle that difficult conversation with a team member…  

That’s where the temptation creeps in. If AI can help leaders engage people and drive decision making faster, more clearly and at scale… problem solved, right? Well no.  

Because speed and clarity don’t automatically build trust. They can erode it. Especially when what’s being said feels polished, but impersonal. Or efficient, but repetitive and disconnected. Dare I say fake. The real challenge isn’t writing better messages. It’s building belief in them. 

Two years ago we declared death to the age of beige – to a world where every employer sounds the same, looks the same, is at risk of being the same. Reader: we underestimated beige. Somewhere along the way, businesses doubled down on safe and samey. Grey became the default.   

Meanwhile, as the tide of AI generated content rises, the need to find the genuine human connections which build trust feels more urgent than ever. 

Why we keep AI out of the driving seat. 

I was going to anthropomorphise AI here. I could compare it to my kids fighting to ride shotgun. Me being a bit slow to adapt as they grow up at pace and are suddenly perfectly capable of navigating me to a Saturday morning football pitch with just the right playlist to keep us smiling through the traffic. (A questionable mix of kpop, brain rot and 90’s indie classics if you’re interested.)  

But for me that’s where the danger lies – we give AI a voice, we assign human thought patterns and development, maybe even a moral compass to a system of models and machines.  

When we do that, we ask it to be something it isn’t. Something (that for now at least) it can’t be. And most worryingly we give it agency.  

AI isn’t accountable  

This matters because it’s in every AI is stealing our jobs headline and opinion piece.  AI didn’t steal a job. A human leader made a choice. That was probably a hard choice. I’m not saying it was always the wrong choice.  

You know what else is a choice? Taking ownership for your decisions. That is leadership.  

Looking your team, your customers, your shareholders or investors in the eye and owning your decision.  

That sounds a bit lonely, possibly scary. It doesn’t have to be. 

The good news and three practical ways to start… 

There is another way. Times of great uncertainty and technological revolution are also times of disruption. The door is open to new ideas and new approaches. We can wander in blind, or we can lead with intention. We can use AI – and all the other tools we have – to shape a future we want to work in.  

Those new ideas can be game changing, but I believe revolutionaries come in all sizes. So, here’s three small steps any leader can take to step away from beige and take control of their future… 

1. Get curious. Ask why. Especially about AI. Why will this help us? In your next meeting or conversation, stop and ask a curious question – what are we afraid of? What would our customer/end user think of this conversation? What would happen if we did the opposite of this for 48 hours? Ask the people, maybe ask that AI agent you’re building as well!  
2. Get creative. An old colleague once said to me ‘it’s easier to tone down a wild idea than think up a new one’. It stuck. Spend time thinking without limits to unlock fresh, creative thinking. We love to invite people into a dream machine – to explore what they would do if there were no deadlines, budgets or other constraints. We spend so much time managing competing requirements and increasingly refining prompts that giving your brain some creative freedom becomes vital exercise.  
3. Have fun. It’s never been more important to remember we are not machines, that we need play to learn, develop and flourish.  Adult humans played games before the wheel was invented – we’ll be playing them long after AI has been replaced with whatever comes next. In difficult times it can feel important to be serious at work. Break out of this beige idea – start simply by getting outside with a walking meeting, or let us help with a bespoke board game designed to use the psychology of play to develop your people.  

Pick one of these three things and give it a try. Start spreading a little colour, differentiating and even creating competitive advantage by flexing fundamental human skills. After all these once ‘soft skills’ are being called “the most valuable skills you can have” by Sam Altman. And he knows a thing or two about changing the world. Join us in making sure we change it for better for people, planet and business.  

FAQs

Should leaders use AI to communicate?

Yes, but selectively. AI is excellent for drafting, structuring, and summarising. It is poor at building trust, reading emotion, and owning consequence. Leaders should use AI as a tool, not a spokesperson.

How can leaders build trust in the age of AI?

By being visible, accountable, and recognisably human. Share your thinking, not just your outputs. Admit uncertainty. Show up in person when the message matters. Trust is built in the gaps that AI can’t fill.

What human skills do leaders need alongside AI?

Curiosity, creativity, empathy, and play. These are the capabilities that differentiate a leader from a prompt engineer. They are also the skills that create competitive advantage in an AI-saturated market.

Can AI replace authentic leadership?

No. AI can simulate tone and generate ideas, but it cannot take moral responsibility, demonstrate vulnerability, or build genuine relationships. Authentic leadership requires a person willing to be seen.

If you’re rethinking how AI fits into your culture, change or communications strategy, we can help.

Talk to us about leading through change →

Benefits are commonplace across many, if not all, organisations. They’re those extra little perks designed to help people save money, manage their wellbeing and maintain a better work-life balance.

But findings from a YouGov survey suggest that, in the UK alone, organisations are wasting up to £15bn a year on unused benefits. So, what’s going wrong?

One size fits all?

For some organisations, benefits are simply an incentive, in addition to salary. A way of saying, “when you work for us, you get access to all this great stuff!”

And it works. From free dental care and subsidised gym memberships to wellness programmes and flexible working… and everything in between. They’re normally packed with a variety of offerings – whether we need them or not – that can add genuine benefit to people’s lives.

But, at the same time, the one size fits all approach to benefits, fails to account for the real-life challenges, experiences and needs that people have. And with five generations in the workplace, there’s a lot of variance in terms of what people want and need, depending on where they’re at in their life-stage.

Perhaps this makes the eye-watering amount of waste make sense?

A meaningful approach

So, in an ever-competitive talent and retention market, organisations are beginning to evolve their approach to benefits, customising their offering and investing their budget in meaningful ways, responding to the needs of their employees, as they progress through their lives and careers.

These include student loan assistance and financial education for Gen Z; fertility treatment and family planning support to attract millennials; services to manage university admission processes for Gen X’s children and assistance services to manage the administrative aspect of caring for elderly relatives; and even ‘grand-ternity’ leave to allow employees time-off to support with childcare and spend time with grandchildren.

The organisations responding to genuine human needs are visibly showing their employees that, “we hear you, we see you, we care about you”. They’re creating a connection with their employees, and it benefits the organisation too – enhancing culture, boosting retention and even driving productivity.

Creating human benefits

Creating personalised, human benefits begins by understanding your employees. Yes, data can give you a broad understanding of the make-up of your organisation, but conversation is where you’ll uncover the real detail.

If your organisation has them, Employee Resource Groups are a positive place to start. These groups, formed around shared characteristics and interests, may already be engaged in conversation about the unique challenges they face and the support they require and/or would benefit from, from the organisation.

Recruitment teams may also provide further valuable insight into the types of questions potential candidates are asking around benefits, as well as what competitors are offering.

And we, at Home, can also share some of the recent changes we’ve introduced to ensure we show up for each other, through many of life’s difficult phases.

On our LinkedIn page, we’ve shared our menopause and cancer policies. And although we call them ‘policies’, they’re designed to ensure that we can all benefit from a culture and environment that recognises the unique (and incredibly challenging) circumstances we can all face.

By making these available our aim was to spark a conversation that needs to be had, making these policies more common, and to provide a template – a foundation – for other organisations to build on and implement.

Let’s transform how we think about benefits from a catalogue of short-term perks to a personalised offering that enables people to be at their best, no matter where they are in their life journey.

If this is something you’d like to chat more about, drop us a message, email or even give us a call.