Leading skill development in the age of AI - why leaders must learn too
- Liza Engel
- Oct 6
- 2 min read
Yesterday, I logged into a familiar tool and noticed three new AI features I hadn’t seen yesterday. No training. No announcement. Just there.
Not long ago, learning meant signing up for a training - or maybe quarterly or once a year if we were busy. I used to schedule time for a weekly learning intervention to keep pace. But today, even that feels like slow progress. Every morning brings new tools, new features, and new expectations.
So how do we keep up?
AI is reshaping work faster than any prior transformation. Unlike past revolutions that primarily impacted manual labour, today’s shift is extending into analytical, managerial, and even executive roles. As the World Economic Forum article notes, disruption is no longer confined to the “bottom of the pyramid” - leaders themselves are in the path of change.
This creates two urgent responsibilities for leaders:
Guiding workforce skills strategically.
Modeling a personal commitment to ongoing and continuous learning.
Leadership today isn’t just about sending employees to training programs - it’s about cultivating a culture of adaptability and showing that growth isn’t only for “them,” but for us too.
Expertise today isn’t about having all the answers — it’s about staying in motion.
Reframing expertise
Expertise used to mean mastery. Today, it means motion—the leaders who cling to what they know risk building organizations that lag. Leaders who learn alongside their people build trust and resilience.
Three practical experiments for leaders
Personal audit: List three skills you’ve developed in the past 12 months. If the list feels too thin, choose one new area to explore and learn actively.
Shared learning: Attend a training session with your team - even if it’s outside your comfort zone. Your presence signals commitment.
Future mapping: Ask your leadership group: “What skills will be most critical in three years?” Then identify gaps between today and that vision.
Responsibility and human leadership
It’s tempting to outsource learning to HR or Learning and Development (L&D) teams. However, responsible leaders view skill development as a form of stewardship. By investing in people’s growth, we build not only capability but also confidence and a sense of belonging. By investing in our own growth, we demonstrate humility and courage.
Great leaders don’t delegate growth - they embody it.
A simple framework
The 3Rs of responsible skill leadership
1. Reflect – Assess your own learning and skill gaps.
2. Role-model – Show your workforce that leaders learn too.
3. Resource – Provide tools, time, and encouragement for others to grow.
Reflection
The temptation in leadership is to believe the most challenging part of learning is behind us. In reality, the opposite is true. Our willingness to stretch—to learn, unlearn, and relearn—becomes the most potent signal we send.
What’s one skill you’ve been avoiding because it feels uncomfortable? Your workforce is watching.
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