Leading with EQ Through AI Transformation

AI transformation isn’t a software upgrade, It is a values test.

When an algorithm enters the room, it doesn’t just change workflows it shifts identity and people ask: Am I still valuable? Will my work matter? Can I keep up?

If you lead without emotional intelligence here, you don’t just risk failed adoption, you risk losing trust that took years to build. The leaders who’ve navigated this well from Satya Nadella at Microsoft to Mary Barra at GM didn’t just roll out AI. They rolled out psychological safety alongside it.

Anchor the “why” in human teams, not tech teams

Nadella’s AI push at Microsoft didn’t start with a product deck, it started with a cultural reset: “We are here to empower every person and organization to achieve more.” He made AI about human potential before talking models and code.

Practical step: In your next team meeting, ban technical talk for one hour, have each leader describe AI’s role in plain human language then check if your team’s eyes light up or glaze over and who is engaged and talkative or less so, this is an easy way to see who is perhaps feeling more anxious or more confident about it

Make listening a daily operating system

Mary Barra didn’t roll out automation at GM by memo, she spent months holding “listening tours” on the plant floor. Workers shared fears, hopes and scenarios management hadn’t seen and that input shaped rollout plans.

Practical step: Implement a “Voice of the Team” loop. Three times a week, someone captures concerns (via Slack, forms, coffee chats or similar) and leadership responds within 48 hours even if it’s just, “We hear you; here’s what we’re exploring.”

Prototype change in safe spaces

One of the biggest mistakes in AI adoption is going big too soon. Emotionally intelligent leaders test in a no blame zone, where mistakes are part of the design. You need to make it clear that its ok to get it wrong and that we are all in this together.

Example: DBS Bank in Singapore created “AI sandboxes” for small teams to trial automation tools without performance pressure. Successes scaled and failures were simpy analysed for insight.

Practical step: Choose one low-risk process to automate and tell the team, “This is our playground and safe zone, no metrics, just learning. Ensure to watch and review changes in behaviour and see if this increases curiosity and replaces fear.

Coach resilience, not just skills

Upskilling key and what sets great leaders apart is teaching teams how to adapt when AI changes again next year. Building resilient teams is a “practice makes perfect” exercise and one that is anchored around no fear of failure.

Practical step:

• Run “What’s the worst that could happen?” drills. Let teams imagine the AI breaking or a privacy leak, a drop in sales or impacts to culture.

• You then pair technical training with resilience workshops breathing techniques, reframing exercises, post-mortem learning etc. This not only increases team engagement but also creates symbols in your culture that at “company x” they actually care about our wellbeing.

Lead by sharing your own discomfort

If your team thinks you’ve mastered AI, they will hide their struggles. If they see you learning in real timeand showing humility and also making mistakes, they will be more engaged.

Example: When Unilever’s CHRO rolled out an AI recruiting tool, she publicly admitted she was nervous about bias and transparency. She invited her team to hold her accountable creating shared ownership of both success and ethics.

Practical step: At your next town hall, tell a story about a moment you fumbled with AI or any new technology that you openly felt out of your depth with. Then share what you learned, and ask the room what they’ve learned from their own stumbles. This creates an instant connection with the team that if “the boss” can fail and get it wrong then so can I”.

Takeaway

AI transformation isn’t just a technology change, it’s a trust change.

The leaders who win here are translators between two worlds. The first world is one of code and machines, and the second of human emotion. They make space for doubt, model curiosity, and protect the dignity of work even as that work changes.

If you lead with EQ, your team won’t just survive AI they will invent the future with you

Want to Learn More?

We’re constantly driving the advancement and engagement of leadership teams and broader company cultures but implemetning human first emotive and vulnerable leadership strategies.

If you’re building the next generation of supply chain leadership, let’s talk.

Reply here or reach out directly to James Absalom, Chief Commercial Officer - International