In the age of AI, HR has to rethink everything, including the very mantras that have typically defined HR leadership success.

During a Wednesday keynote address at HR tech provider Phenom’s annual user conference in Philadelphia, author and leadership expert Simon Sinek explored how a changing work environment—largely driven by the outsized impact of AI—is forcing HR professionals reimagine their roles.

Fall—not fail—fast

Due to the rapid pace of change brought about by AI, many organizations looking to drive adoption among their workforce have focused on lowering the pressure and encouraging employees to experiment. The concept of “failing fast” has gained momentum as a way to create the psychological safety employees need to stay the course with AI.

Sinek, however, said HR should avoid the “failing” language “at all costs. Instead, let employees feel comfortable “falling.”

“They can fall—a lot—pick themselves up and start running again,” he said.

Falling requires course correction; employees have to get back up, sometimes with the help of their team, and learn from what caused the fall.

“Let them own it,” Sinek said.

Data-informed—not data-driven

As technology and HR strategies collide, many HR professionals are taking a “data-driven” approach to decision-making, but being too reliant on data may suggest a lack of long-term vision, Sinek said.

“It’s important to be data-informed—not data-driven,” he said. He likens the nuance to the phrase “Our lawyers said we can’t do it.” Lawyers don’t make decisions for leaders; they advise them on risk. Similarly, data can suggest a path forward, but it’s up to HR to know the landscape well enough to make the right decisions.

“When people abdicate responsibility—whther to a lawyer or to data—it shows a lack of vision,” Sinek said. “If you have no vision, the only thing you have is what’s in front of your face, so you just do what the numbers tell you to do.”

‘You’re an amazing team’

Leaders, while well-intentioned, often overuse the second person in trying to motivate their teams, Sinek said.

“‘You’re an amazing team. You did this.’ I find it a little condescending,” he said. That language tends to create separation between leaders and employees, and among employees themselves. Good leaders, Sinek said, should be focused on connecting, not separating.

Shift instead to first person: “‘Look what we did. I’m so proud to be part of our team.’”

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