Leadership in the Age of AI
Leaders learn to use AI themselves. They also learn to decide, delegate and set rules with it.
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The biggest barrier is often at the top
Only 33% of frontline employees say leadership communicates clearly about AI. 28% see strong alignment between what leaders say and what the organisation does (BCG, AI at Work, 2026). In McKinsey's 2025 study of US workplaces, the main conclusion was that the biggest barrier is leadership, not employee readiness (McKinsey, Superagency in the Workplace, 2025; US sample). Projects with extremely effective sponsors met their objectives 79% of the time, against 27% with extremely ineffective sponsors (Prosci, Best Practices in Change Management, 2023). Deloitte finds that organisations where senior leadership actively shapes AI governance achieve significantly greater business value than those delegating it to technical teams alone (Deloitte AI Institute, 2026).
Executive and team coaching
Aimed at leadership teams. It is confidential. It follows the priorities in the Diagnostic readout (the report of results).
What we do
Leader as Coach in the AI Era
A two-day workshop for frontline managers, department heads, senior directors and executive leaders. Leaders practise two skills: 1- asking questions that make people think, and 2- listening to the input with full attention. They use the GROW and FUEL coaching models in real manager situations. They practise a ten-minute coaching conversation. They learn to build psychological safety, so people feel safe to speak up. They also learn to coach people who work alongside AI.
The leader–employee gap readout
If you have a Diagnostic, we start from it. It shows both parts of the gap between leaders and employees, team by team.
How it runs
Phase | Duration* | What you receive | Decision point | Note |
|---|---|---|---|---|
1 · Design and facilitate the coaching interventions | ~3 months | Executive and Team Coaching around the priorities in the Diagnostic, as well as related reporting while preserving confidentiality. | Leaders/sponsors approve the coaching objectives and plan | |
2 · Facilitate developmental workshops | ~3 months | Leader as Coach workshops delivery and related initial reporting | Leaders approve participants’ selection | Runs in parallel with coaching |
3 · Follow-up | ~6–8 weeks | Initial report on related behavioural change and job impact | Leaders approve the selection of follow-up owners | Follow-up guidelines provided |
4 · Re-measure | ~2–3 weeks | Progress report on the closing gap between employees and leaders |
* Duration depends on the company size and project scope
How it is measured
At each re-score, both parts of the gap between leaders and employees should get smaller.