Interviews Archivi - Viblio

Leadership and emotional safety

Mattia Sedani — Tue, 28 Oct 2025 08:10:15 +0000

Interview with George Kohlriese by Violena Paci

In your vision, what is the main difference between a manager and a leader, given the same organizational role? And between a successful leader and one who fails?

In my experience, the difference lies in MINDSET and RELATIONAL DEPTH.
A manager administers—maintains systems, follows structure, and ensures order. But a leader? A leader inspires. A leader connects deeply with people, focuses on human potential, and challenges the status quo. Where managers ask “how” and “when,” leaders ask “what” and “why.” In

The contrast between a successful leader and one who fails often hinges on the presence or absence of SECURE BASES.
Successful leaders know how to form strong bonds of trust, which allow them to challenge their teams without causing fear. They see the potential in others and dare them to grow. Leaders who fail often lack this bond. They may be driven, but without TRUST AND CONNECTION, they alienate or exhaust those around them.

Secure Base Leadership is what makes the difference—it’s not just about doing things right, but doing the right things with HEART and COURAGE.

Why, despite many theories suggesting otherwise, do many leadership models still rely on firmness, discipline, and authoritarianism, while avoiding dialogue between adults and knowledgeable individuals?

Unfortunately, many leadership models are still rooted in CONTROL and FEAR.

In crisis or high-pressure environments, leaders can default to what they know—rigid structures and top-down command.
This often stems from a deep misunderstanding of authority.

But true leadership requires the courage to engage in DIALOGUE, to co-create solutions, and to be emotionally available.
AUTHORITARIAN LEADERSHIP may seem effective in the short term, but it silences innovation and disengages people. I’ve seen it happen time and again in organizations.
Leaders avoid dialogue not because they don’t value intelligence, but because they fear VULNERABILITY.

Real dialogue requires you to let go of control, to listen, and to be changed by what you hear. That takes strength, not weakness.

There is much theory regarding the role of intrinsic motivations such as learning, challenge, contribution, personal growth, and the relationship with one’s leader, compared to things like bonuses, promotions, and – in general – the same HR strategies. What is your opinion on this?

Yes, I deeply believe that intrinsic motivation is the foundation of sustainable performance: People are not inspired by money alone. They are driven by purpose, connection, and challenge. When leaders focus only on external rewards—bonuses, titles, promotions—they miss what truly engages people: FEELING SEEN, RESPECTED, and VALUED.

If you treat people like humans instead of resources, they respond with loyalty, creativity, and passion.

In my work with leaders around the world, I’ve witnessed how much more committed and energized people become when they feel their leader believes in them.
It’s not the HR strategy that makes the difference—it’s the RELATIONSHIP.
Leaders should connect emotionally, and tap into people’s desire to learn and grow.
That’s where real engagement lives.

How have your experiences as a hostage negotiator, as well as your background as a clinical psychologist, contributed to your leadership philosophy?

My time as a hostage negotiator and clinical psychologist shaped everything I believe about leadership. In a hostage situation, you learn quickly that it’s not about POWER—it’s about CONNECTIONS. You have to bond with someone, even if they’re holding a weapon.

That bond, that human connection, is what opens the door to INFLUENCE. This is exactly what leaders must do. Whether in boardrooms or on the streets, influence comes through empathy, listening, and UNDERSTANDING WHAT DRIVES BEHAVIOUR.

I’ve worked with people in deep crisis, and I’ve learned that most destructive behaviour comes from unresolved pain and loss. Leaders need to recognize this—not only in others but in themselves.

That’s why my leadership philosophy centres on people and purpose: when we lead from connection and care, we also unlock performance and results.

What role does PSYCHOLOGICAL SAFETY play in the process of learning and professional growth?

Psychological safety is absolutely essential.
If people feel threatened, their brain shuts down curiosity and creativity. In that state, learning and growth cannot occur. A Secure Base—whether it’s a person or a culture—deactivates the brain’s fear response and opens the door to development.

In my experience, the most successful teams are not just the smartest. They are the ones where people feel they can speak up, admit mistakes, and explore new ideas without fear. That safety fosters resilience, innovation, and sustained performance.

When leaders create ENVIRONMENTS OF TRUST, they give people the freedom to become who they are meant to be.

It is often said that there is no place for caring for people, in today’s corporate organizations. Can we afford not to care?

We cannot afford not to care. Caring is not soft—it’s strategic. When leaders show authentic care, they create loyalty, trust, and psychological safety. This is what drives long-term success.

Organizations that fail to care may get short-term results, but they also create BURNOUT, DISENGAGEMENT, and TURNOVER.
I’ve seen the damage caused by uncaring leaders. In one tragic case, a CEO took his own life after being isolated and bullied by a domineering board. That pain could have been prevented.

Caring creates the conditions for courage. It humanizes the workplace. And when people feel cared for, they are more willing to commit, to innovate, and to go the extra mile. In today’s world, caring isn’t optional—it’s a COMPETITIVE ADVANTAGE.

What is a SECURE BASE, from what assumptions does this concept arise, and what mental mechanisms are involved?

A Secure Base, as I define it, is any person, place, goal, or object that provides a sense of safety, protection, and care—and at the same time inspires courage, risk-taking, and exploration.

The idea is rooted in the attachment theory work of John Bowlby, who discovered that children always return to a “secure base” for reassurance when faced with fear or uncertainty. In adult life, that mechanism still operates.

Secure Bases activate what I call the “SAFETY/RISK PARADOX”—they help shut down our brain’s fear responses and free us to focus on reward, growth, and potential.

Mentally, Secure Bases influence the “MIND’S EYE”—the internal lens through which we interpret the world. They anchor us in times of stress and allow us to see possibilities where others might only see threats. Secure Bases serve as a reference point that encourages RESILIENT and GOAL FOCUS even under pressure.

When someone has a strong Secure Base, they become significantly more resilient, more innovative, and more daring in the face of adversity.

How can we discover OUR OWN past and present Secure Bases

Discovering your own Secure Bases starts with REFLECTION.

Ask yourself: who in your life has given you both care and challenge? Who inspired you to stretch while still making you feel safe? Think of people like a supportive parent, a coach, a mentor, a teacher—anyone who believed in you, especially during moments of failure or fear. These are your PEOPLE-based Secure Bases.

Then think about your GOALS—like running a marathon, becoming a better leader, or even writing a book. If that goal gave you strength and inspiration, it too is a Secure Base.

Also look at your ROUTINES, PLACES, OBJECTS, and MEMORIES. Even something like journaling, meditation, or a favourite hiking trail can act as a Secure Base.

And it’s not static—Secure Bases can change throughout your life. They can be lost and found again.
What matters is that you keep replenishing them.
Without them, you become emotionally vulnerable and risk falling into a HOSTAGE MINSITE, where fear or grief takes control of your narrative.

How do our PAST EXPERIENCES and CHILDHOOD shape our ability to create or recognize a Secure Base?

Our early childhood experiences are the BLUEPRINT for our Secure Base patterns. Our attachment to parents or caregivers builds our mental models—our expectations for love, support, and safety.
If we were bonded well, we often grow up with the confidence to trust others and seek out new Secure Bases.
If that bonding was missing or traumatic, we might struggle to trust, become overly self-reliant, or avoid vulnerability altogether.

But here’s the good news: WE ARE NOT FOREVER IMPRISONED by those early patterns. Neuroscience shows the brain can rewire itself. Through intentional experiences—especially with new Secure Bases—we can form new attachments and develop healthier beliefs about trust, safety, and success.

This is especially important in leadership. Leaders must become Secure Bases for others, but to do that authentically, they first need to understand and strengthen their own foundation.

How can a Secure Base help people overcome feelings of insecurity or fear of failure? What’s the connection with EMOTIONAL RESILIENCE?

A Secure Base provides both protection and inspiration. As I mentioned earlier, when we are anchored by someone or something we deeply trust, our brain shifts away from threat detection and survival mode. Instead, we can focus on goals, creativity, and possibilities. This shift allows us to override insecurity and fear of failure. That’s what I mentioned earlier as the “SAFETY/RISK PARADOX”—you feel safe enough to dare greatly.
Emotional resilience is built through REPETED EXPERIENCES with Secure Bases.

Resilience is not simply about toughness; it’s the ability to recover, refocus, and reengage after adversity.
Our Secure Bases—whether they are people, goals, or even inner beliefs—help us bounce back. They provide a consistent sense of “you are not alone,” and “you can do this”.
Without Secure Bases people often become hostages to their fears, unable to move beyond past pain or failure.

One of the most remarkable transformations I see in leaders comes when they identify, reconnect with, or even create new Secure Bases. With that support, they begin to see failure not as a dead end, but as part of growth.

That’s EMOTIONAL RESILIENCE IN ACTION: the FREEDOM TO TRY AGAIN because you know you are not alone.

How to identify one’s own PROFESSIONAL Secure Base?

To find your professional Secure Base, ask: Who in your career has believed in you, supported you, and challenged you? Who saw your potential before you did? These are the people who helped you stretch while giving you a safety net. It might be a mentor, a boss, a colleague—or even a client—someone who showed you both care and courage.

Professional Secure Bases often emerge during moments of vulnerability—transitions, setbacks, promotions. They are the ones who make you feel, “I can step into this challenge because I know someone’s got my back.”

These relationships aren’t just supportive; they are CATALYTIC. They help us move from self-doubt to self-belief.

A Secure Base may be a shared goal or mission that gives purpose and energy.

If you’re unsure who yours are, think about the voices that echo in your head when you face a challenge—the ones who say, “You’ve got this,” or “I believe in you.” Those are your Secure Bases. Sometimes, the memory of a mentor, even one who has passed on, can continue to be a strong professional anchor.

What is the impact of having or not a Secure Base on our own well-being? Are there also any neurological effects?

The presence—or absence—of a Secure Base affects every level of our being.

As we noted earlier, with Secure Bases, our mental focus shifts from fear to growth. We experience less anxiety, more motivation, and better physical health.

Neurologically, Secure Bases help calm the amygdala, the brain’s threat centre, and allow the PREFRONTAL CORTEX—the seat of executive function and creativity—to take charge.

Without Secure Bases, we become overly focused on avoiding danger, and our potential shrinks. We become risk-averse, withdrawn, or overly aggressive.
That’s why some high-performing professionals suddenly collapse under stress. They lack a Secure Base to keep them anchored. Their motivation falters, not because of lack of skill, but because the emotional foundation is missing. On the flip side, those who have Secure Bases show higher EMOTIONAL INTELLIGENCE better COLLABORATION, and stronger WELL-BEING.

What PSYCHOLOGICAL SIGNS indicate a person has or has not found a strong Secure Base?

You can see the presence or absence of a Secure Base in a person’s BEHAVIOUR and ENERGY.

When someone has a strong Secure Base, they display openness, resilience, and courage. They are more likely to take risks, express their ideas, and bounce back from failure. They also exhibit emotional self-regulation—they’re less likely to lash out or shut down under pressure.
Their body language is confident yet approachable.

By contrast, people without Secure Bases often struggle with fear of rejection, over-defensiveness, or the inability to ask for help. They may exhibit perfectionism, avoidance behaviours, or become controlling. Internally, they may feel alone—even in a crowd. They don’t trust others easily, and their relationships are often transactional or shallow.

One simple psychological sign? Anxiety. When someone is overwhelmed by anxiety – about change, performance, or relationships – it often points to a missing or weak Secure Base.

That’s why part of my work with leaders is helping them explore their emotional history and current attachments, and guiding them to build new Secure Bases where needed.

Are there cultural or individual DIFFERENCES in how people perceive or build a Secure Base? For example, do certain personality traits make it harder to rely on a Secure Base? How can an effective Secure Base be created for someone who struggles to trust others?

Absolutely, both cultural context and personality traits deeply influence how people perceive and form Secure Bases.

In some CULTURES, independence and emotional restraint are highly valued, which can make it harder to openly seek or offer emotional support.
Others, like many collectivist societies, naturally emphasize interdependence and community bonds, which more easily foster Secure Base dynamics.

From a psychological perspective, individual ATTACHMENT STYLE – formed early in life – play a huge role.
For example, someone with an AVOIDANT-DISMISSIVE style might appear strong and independent, but in reality, they may fear closeness and struggle to trust others.
Conversely, those with an ANXIOUS style might cling to others, driven by fear of abandonment, which can also complicate healthy Secure Base relationships.

To help someone who STRUGGLE WITH trust, the key is CONCISTENCY and PRESENCE.
You don’t force trust—you earn it over time through calmness, acceptance, and modelling the behaviours of a Secure Base.
Sometimes, just LISTENING without judgment can begin the healing process.
Eventually, when they feel seen and not judged, even the most guarded individuals can open up to connection and begin to rewire their emotional patterns.

What should we start with if we want to be a Secure Base FOR OTHER PEOPLE?

Start with SELF-AWARENESS.
You cannot be a Secure Base for others if you don’t have your own. That means understanding your own attachment style, your emotional triggers, and your capacity for both care and challenge.

From there, it’s about mastering some typical BEVIOURS of Secure Base Leaders—staying calm, listening deeply, seeing potential, and daring people to grow.
Being a Secure Base means creating emotional safety. It’s about being reliable, emotionally available, and non-judgmental. But it’s also about CHALLENGING PEOPLE to step up—to take risks and move out of their comfort zone.

This is the “CARE TO DARE” formula. It’s not one or the other – it’s both at the same time. And this balance requires practice and intention.

Start by showing up. Be present. Make eye contact. Listen not just to words but to emotions. When you do speak, offer affirmation, and ask questions that help the person see their own strength.

Sometimes, being a Secure Base simply means holding a space for someone to discover who they really are.

Could you synthetize the characteristics of an effective Secure Base LEADER?

An effective Secure Base Leader embodies nine characteristics:

staying calm under pressure
accepting individuals unconditionally
seeing others’ potential
using listening and inquiry
delivering powerful messages
focusing on the positive
encouraging risk-taking
inspiring through intrinsic motivation
signalling accessibility.

To be a Secure Base as a leader means being the person others can count on in both crisis and calm. You create an environment where people feel EMOTIONALLY SAFE —and then you CHALLENGE them to stretch beyond what they think is possible. That balance is what I call the “SWEET SPOT” of leadership. It’s not about being soft; it’s about being strong in the right way—strong in trust, strong in vision, strong in belief in others.

Secure Base Leaders are not perfect. But they are EMOTIONALLY INTELLIGENT. They manage their own fear, regulate their emotions, and model courage. They turn performance into personal growth and work into a meaningful journey.

Ultimately, they give people both ROOTS and WINGS—belonging and the bravery to fly.

Supporting and caring, therefore, is not enough: a leader must also “dare” Could you elaborate on this point?
What exactly does a ‘playing to win mindset’ mean to you?
How to create a virtuous and effective BALANCE between emotional support and the push to overcome limits without causing anxiety or dependency?

The balance between caring and daring is what we have earlier called the “SAFETY/RISK PARADOX.” As a Secure Base Leader, you must provide emotional safety that calms the brain’s fear responses, while at the same time encouraging challenge, exploration, and growth.

If you only care without daring, you create dependency and comfort zones.
If you only dare without care, you provoke anxiety, defensiveness, and burnout.
The magic happens in the integration, where people feel SAFE ENOUGH TO TAKE RISKS.

A “PLAYING TO WIN” mindset is grounded in courage and connection. It means believing that together, we can achieve great things. It’s about not facing challenges with fear, but with focus. Leaders who play to win remain bonded to their teams while setting stretch goals and focusing on high performance. They keep their own and others’ “MIND’S EYE” focused on possibilities, not problems.
This approach sustains both relationships and results over the long term.

I always tell leaders: your job isn’t to rescue people from discomfort—it’s to create the trust that helps them find strength in it.
That’s how growth happens. It’s not easy, especially under pressure, but it is the hallmark of leadership.

Can you share an EXAMPLE of a leader who you saw embody the concept of Secure Base in an exemplary way?

Yes, a participant in our High-Performance Leadership program at IMD, Alexandra, a senior leader in a global tech company. Her Secure Base was a mentor named Ben, a father figure who believed in her when she doubted herself. When Ben passed away, Alexandra was devastated. But instead of crumbling, she tapped into the deep bond and guidance he had provided and found new strength in that legacy.

Another public example is Ted Kennedy Sr., who once helped his son, Ted Jr., learn to sled down a hill despite having lost a leg.

He could have told his son to wait until next year, but instead, he said, “Even if it takes all day, we’re going to do it.” That moment combined care, courage, presence, and belief. His words and actions permanently reshaped his son’s self-perception.

That is Secure Base Leadership in action and these examples show that Secure Base Leaders are not defined by grand gestures, but by consistent belief in others and the courage to call them into their potential, even when it’s hard.

How Secure Base leaders promote high and sustainable performance?

As I mentioned earlier, high and sustainable performance flows from the nine characteristics of Secure Base Leadership.

When leaders embody these behaviours, they create emotional bonds that support resilience and trust, while also maintaining a clear focus on performance and accountability. Such leaders, as we noted, communicate, “I see who you are—and I know you can be more.”

This model produces what I call “HEALTHY HIGH PERFORMANCE”—achievement that is sustainable and positive for the individuals involved, not just the bottom line.

What’s the role of TRUST in the creation of a Secure Base? How can a leader earn it, and how can a team’s trust be restored if the Secure Base has been compromised?

Trust is the foundation of a Secure Base.
Without trust, there can be no emotional safety, only compliance, fear, or detachment. Especially in times of crisis, trust is what holds people together.

As leaders, we build trust by being predictable, emotionally available, and genuinely caring. We must communicate, both explicitly and implicitly, that we are acting in the best interests of others, even when hard decisions must be made.

To restore trust when it’s broken, a leader must acknowledge the breach, without defensiveness. Rebuilding trust involves transparency, consistent behaviour over time, and a willingness to re-engage in bonding. You must show you’re willing to listen, to apologize when needed, and to demonstrate vulnerability.

The BONDING CYCLE—attachment, bonding, separation, grief, and renewal—must be consciously revisited.

In crisis, your presence as a trusted Secure Base must be felt even more strongly. Show empathy. Offer clarity and containment.

And remember that trust is less about grand gestures and more about repeated, small moments of emotional attunement and reliability.

How can leaders improve their LISTENING and EMOTIONAL SUPPORT skills, without being overly protective or paternalistic?

Listening is a radical act of leadership. To truly listen is to say, “I see you, I value you.”

Leaders improve their listening by practicing SILENCE—not rushing to fix, advise, or redirect. Instead, they ask POWERFUL QUESTIONS that uncover deeper emotions and motivations. Emotional support isn’t about solving someone’s problem. It’s about BEING PRESENT with them as they find their own way through it.

To avoid being paternalistic, focus on EMPOWERMENT.
A Secure Base doesn’t rescue—it encourages autonomy within a framework of care.
Let people wrestle with their own challenges, but stay close enough that they feel supported.
This way, you’re not diminishing their strength—you’re helping them discover it.

One of the most powerful tools in your Secure Base toolkit is THE ART OF ASKING: “How are you experiencing this?” or “What do you feel is possible here?”

These open up space for growth rather than dependency.

In HIGH-PRESSURE work environments, how can a leader encourage people to step out of their comfort zones and push for challenging results without causing anxiety or resistance?

The key is to establish safety BEFORE introducing stretch.

Think of it like climbing—you never push a climber to go higher until their safety rope is secure.

In leadership, the “rope” is the EMOTIONAL BOND. When people feel anchored in trust and psychological safety, they’re more willing to take risks because they know they won’t be shamed or punished for failing.

You must also model COMPOSOR under stress. When you remain calm and optimistic, even in chaos, your team mirrors that state.

Avoid overwhelming people with unrealistic demands. Instead, stretch them incrementally, always reinforcing your belief in their potential. This combination of BELIEF and EXPECTATION creates motivation without anxiety.

And remember, support is not softness. It’s a platform from which courage can launch.

Secure Base Leaders challenge people to do more by first showing them that THEY ARE ENOUGH.

What is the importance of facing FAILURE, and what strategies do you recommend for helping people overcome the fear of it, and grow from it?

Failure is a crucial teacher. Without facing failure, there can be no true resilience.

Don’t shield people from failure—but help people interpret it correctly.

When someone fails, your role is to help them separate their identity from the result: “You are not your mistake.” Then, help them extract the learning: “What would you do differently next time?”.

We also must normalize failure as part of innovation. In organizations where failure is stigmatized, people become risk-averse and disengaged. But when failure is seen as feedback, it becomes fuel.

You can foster this mindset by sharing your own failures as a leader—showing that setbacks are part of growth, not signs of weakness.

One powerful tool I use in leadership development is reflection.

After a failed initiative, ask your team: “What surprised you? What did you learn? What’s the next bold step?”

This not only reframes failure but transforms it into momentum.

What are the main challenges of a REMOTE WORK environment?

Remote work presents a unique challenge because the physical cues that build emotional bonding—eye contact, body language, spontaneous conversations—are harder to access.

That said, virtual spaces require more INTENTIONALLY.

As a leader, you must consciously foster emotional connection, maintain psychological safety, and ensure accessibility—even from a distance.

In distributed teams, leaders must over-communicate clarity and care.

Schedule regular one-on-ones, not just to track performance, but to ask: “How are you, really?”

The virtual space can become a place of real connection when you signal consistent availability, demonstrate empathy, and provide opportunities for shared purpose.

Digital tools don’t replace relationships, but they can support them when used with intention.

The greatest danger in remote work is invisibility, not just physical, but emotional.

Leading remotely requires to ensure that no one feels alone, even when they are geographically isolated.

It’s not the distance that breaks the bond, it’s the absence of meaningful engagement.

What is the role of BONDING and how to manage them?

Bonding is an EMOTIONAL GLUE.
It’s the process of forming deep attachments that generate more energy than either person could create alone.

Unlike friendship, bonding in leadership is about mutual trust and shared growth. It’s emotional, but PURPOSEFUL. You don’t bond just to be liked—you bond so the other can feel secure enough to dare.

Managing bonds means respecting their LIFE CYCLE.
A Secure Base leader doesn’t cling; it supports growth and lets people go when it’s time.

If a leader holds too tightly, they create dependence. If they hold too loosely, they risk abandonment.

HEALTHY BONDS EVOLVE. They deepen, stretch, and eventually release, leaving behind strength and self-belief.

And let’s be clear—bonding doesn’t mean avoiding conflict.
In fact, deep bonds often enable PRODUCTIVE CONFLICT: the presence of trust allows people to disagree without destructiveness. That’s when bonding becomes not just emotional, but strategic.

On CONFLICT, would you illustrate your metaphors of “the fish on the table”?

Ah yes, one of my favourite metaphors from my time in Sicily. “Putting the fish on the table” is about NAMING THE CONFLICT, bringing it into the open rather than hiding it beneath the surface. In the fish markets, fishermen bring in their catch and clean it right there on the table. It’s messy. It smells. But it’s NECESSARY.

Conflict is the same. If we leave it hidden, it rots and poisons the environment.

“Cleaning the fish” means working through the conflict with honesty and care.

It’s not about attacking the other person; it’s about TACKLING THE ISSUES.

It requires respect, curiosity, and the willingness to hear uncomfortable truths.

Sometimes the fish is small: a misunderstanding. Sometimes it’s a whale: a betrayal or a major systemic issue. Either way, you cannot cook what you do not clean.

The beauty of this metaphor is that it reminds us: conflict isn’t something to fear. It’s something to process.

And if you do, it can lead to a rich “meal” at the end—a stronger relationship, a clearer path, and a renewed sense of trust.

We often neglect DIALOGUE, or block it in various ways.
How can we How can we become aware of it? What is the power of dialogue, and how can we improve it?

We BLOCK dialogue every time we default to monologue. When we’re thinking about what to say next instead of truly listening, or when we dismiss, judge, or interrupt, we shut the door to real conversation.

EMOTIONAL DEFENSIVENESS, ASSUMPTIONS, and LACK OF CURIOSITY are the most common dialogue BLOCKERS. These come from fear, fear of being wrong, of losing control, or of revealing vulnerability.

To recognize these blocks, look for the signs: Do people shut down around you? Do conversations feel like debates? Do you walk away feeling unheard or misunderstood? These are cues that the dialogue was one-sided or unsafe.

To UNBLOCK dialogue, we have to re-centre on BONDING and TRUST.

Ask more questions. Listen with the intent to understand, not to reply. Be comfortable with silence—it often precedes insight.

Dialogue, when authentic, is transformational.

It’s the BRIDGE between minds, and between hearts. Dialogue is the lifeblood of relationship-building and transformation. It’s through true dialogue—not debate or monologue—that we understand, grow, and connect.

The POWER OF DIALOGUE lies in its capacity to build trust, surface hidden emotions, and create shared meaning.

In leadership, dialogue is essential because it opens space for vulnerability without fear. It’s how we show we care, and how we challenge without threatening.

To improve dialogue, we must first identify and remove the common blocks—judgment, defensiveness, and emotional reactivity. Then we must replace them with the HABITS OF GREAT DIALOGUE: listening deeply, asking powerful open-ended questions, and pausing to let silence speak.

Dialogue is not about convincing; it’s about connecting. When people feel heard, they feel valued—and that builds the foundation for HIGH TRUST and HIGH PERFORMANCE.

Leaders who master dialogue model curiosity and compassion. They don’t dominate with answers, they co-create solutions. That’s what inspires loyalty, innovation, and emotional commitment.

In your vision Secure Base Leadership is not just a set of skills; it is primarily a WAY OF BEING. How can we embody it?

You’re absolutely right—Secure Base Leadership isn’t just what you do, it’s who you are.

It begins with how you see yourself and others.

Do you see potential? Do you believe in the power of connection? Do you trust that people want to grow, and that your role is to help them unlock that growth?

Embodying Secure Base Leadership means making this belief system your DEFAULT MINDSET.

To live this way, you must commit to personal development.

That includes understanding your own attachment style, regulating your emotional state, and consistently offering both care and challenge.

It’s about SELF-AWARENESS, HUMILITY, and the WILLINGNESS TO CHANGE—even when it’s hard.

You develop this “way of being” through deliberate practice, reflection, and the courage to face your own internal hostages—the limiting beliefs that hold you back.

When you embody Secure Base Leadership, people don’t just follow you—they grow because of you. You become the kind of leader who helps others rediscover their own greatness.

What are the main CHALLENGES?

One of the greatest challenges is UNLEARNING THE MYTHS ABOUT POWER.

Many leaders believe they must always have the answers, always be strong, and never show vulnerability. This mindset blocks bonding.

Another common challenge is dealing with UNRESOLVED PERSONAL PAIN – grief, trauma, or past failures – which can keep a leader in a psychological hostage state.

You cannot be a Secure Base for others if you are trapped yourself.

Another challenge is BALANCING CARE AND CHALLENGE

Some leaders are too soft and avoid tough conversations. Others are overly tough and forget the importance of emotional safety.

Finding the “SWEET SPOT” of Secure Base Leadership—where both bonding and boldness are present—requires EMOTIONAL INTELLIGENCE, SITUATIONAL AWERENESS, and CONTINUOUS LEARNING.

And finally, Secure Base Leadership requires PATIENCE.

Change doesn’t happen overnight. It takes time to build trust, shift culture, and help people step into their potential. The leaders who succeed are the ones who stay the course—and keep showing up with care, clarity, and courage.

Did you observe cases of leaders who LACKED THEIR OWN SECURE BASE?

Yes, far too often.

Many high-level executives I’ve worked with reached positions of authority while lacking deep, emotional secure bases in their lives. They had strong attachments to goals—status, results, success—but had little or no bonding to people.

Without that RELATIONAL FOUNDATION, their leadership styles often veered toward detachment, dominance, or even emotional coldness. They played to win, yes—but often at the cost of psychological health and deep fulfilment.

One striking example is Pascal, a brilliant executive who suffered from a childhood devoid of nurturing bonds. He became an expert in Analysis & Decision Making, but his relationships were transactional. His team respected him, but few trusted him emotionally. Through coaching and reflection, he came to see how the absence of secure bases in his upbringing had shaped his leadership style. Only then could he begin to rebuild, both personally and professionally.

We often talk about leaders as “self-made,” but this is a myth.

Every great leader I’ve known has stood on the shoulders of secure bases—people or goals that anchored and inspired them.

Without those anchors, leaders may survive, but they rarely thrive.

What SIGNS should a leader look for, to understand if the Secure Base they’ve created is weakening?

The signs are subtle but clear.

When a Secure Base is strong, you see energy, creativity, openness, and risk-taking in your team. People engage fully. They communicate candidly. They trust you to both support and challenge them.

But when that base begins to weaken, the SYMPTOMS SHOW UP FAST: people retreat emotionally, defensiveness increases, innovation stalls, and passive compliance replaces bold initiative.

Watch for fear-based behaviour—blame, silence, excessive caution.

These are red flags that your team no longer feels emotionally safe. It could mean that they don’t trust your intentions, or that you’ve become too focused on performance and forgotten to nurture relationships.

REBUILDING starts with HUMILITY and INQUIRY.

Ask your people: “How safe do you feel speaking up? Do you feel stretched and supported here?”
Then really listen.

A Secure Base isn’t static, it must be RENEWED CONSTANTLY through presence, empathy, and belief in others.

How would you summarize your best advices to a leader seeking to be a Secure Base for his team?

My advices?

“Care deeply. Dare boldly. Show up fully.” That’s the essence of Secure Base Leadership.

Be the person who sees greatness in others—especially when they don’t see it in themselves. Stay calm under pressure. Be the presence that anchors and inspires.

And above all, never forget that leadership is not about control—it’s about connection.

Also, be aware of YOU OWN INNER LANDSCAPE. You cannot give what you do not have.

Strengthen your own secure bases, reflect on your attachment style, and do the work of personal growth.

From that place, your leadership becomes not just more effective—but more human”.

Much of your thinking focuses on psychological principles, which are fundamental values of organizational life: the power of relationships, trust, and emotional safety. How do they affect the realms of COMPETENCY LEARNING & DEVELOPMENT, and TALENT MANAGEMENT?

Relationships and trust are the very SCAFFOLDING of L&D. As we noted earlier, when people feel safe, their brains shift from survival to exploration mode. This creates the conditions for optimal learning. A secure base—whether a leader, a peer, or even a shared mission—acts as an emotional anchor that ENCOURAGES people to stretch and try new things, without fear of judgment.
In TALENT MANAGEMENT, leaders can unlock exceptional potential. Not just identifying skills—but nurturing them. Challenging with care and providing feedback that builds rather than breaks.

Leaders can actively shape the “mind’s eye” of others, shifting it from fear to potential, FROM DOUBT TO COURAGE. This fuels not just competency development, but character growth as well.

This is why I say leadership is not about control—it’s about connection.

You can’t manage talent without understanding the EMOTIONAL AND PSYCHOLOGICAL CONTEXT in which that talent must grow.

Leaders should make the invisible drivers of performance—beliefs, bonds, and motivation—visible and actionable.

According to your approach, careful observation of individual abilities creates opportunities for development, and constructive feedback is essential for a person to want to go beyond their limits.
How can we use FEEDBACK and SKILLS ASSESSMENT to foster a growth mindset, without triggering insecurity?

It begins with intention.

When we give FEEDBACK from a mindset of care and belief in potential, it is received as guidance, not criticism. The key is that constructive feedback should not focus on what went wrong—but on WHAT WAS LEARNED and WHAT COULD BE BETTER.

This approach reinforces a GROWTH MINDSET, as described by Carol Dweck: THE BELIEF THAT ABILITIES CAN BE DEVELOPED through effort and learning.

SKILLS ASSESSMENT, when combined with REAL CONVERSATION, becomes a tool for self-discovery. Ask questions like, “Where do you feel you’re growing most right now?” and “What challenge would stretch you next?”

Framing it within a CONTEXT OF SAFETY AND ASPIRATION helps people see their abilities as evolving, not fixed.

Leaders should foster A CULTURE WHERE FEEDBACK IS A GIFT—something that affirms worth, while challenging potential. This isn’t easy in performance-driven cultures, but it’s the only way to SUSTAIN GROWTH WITHOUT UNDERMINING CONFIDENCE.

How can the creation of a secure bond support individuals in an UPSKILLING context?

upskilling can trigger FEAR—of being left behind, of not measuring up, or of exposing incompetence. A secure bond neutralizes that fear.

When people know their leader sees them, supports them, and believes in them, they’re more willing to embrace change and push through discomfort. Again, the brain shifts from “threat” to “reward” orientation—and learning becomes exciting instead of intimidating.

In practical terms, this means leaders must STAY CLOSE during times of learning.

Offer encouragement. Acknowledge the struggle. Share your own growth journey.

Most importantly, don’t rescue—empower.

Let people feel the stretch, but stand nearby, signalling your trust in their ability to succeed.

The BOND becomes the BRIDGE. It links the CURRENT SELF to the POSSIBLE SELF.

That’s why the most effective UPSKILLING STRATEGIES are not just technical—they’re RELATIONAL.

Self-awareness and resilience are key skills in overcoming the vulnerability that comes in undergoing a professional RESKILLING process. What advice would you give?

Fear is natural. The challenge is not to eliminate it—but to transform it.

My advice begins with naming the fear.

Write it down. Say it out loud. “Put the fish on the table”—as I say. Then ask: what is the cost of not changing? What might be possible if you face this fear? And who can walk with you on this journey—who are your secure bases?

Then, act.

Action is the antidote to fear. SMALL STEPS lead to confidence.

VISUALIZATION also helps—see yourself succeeding, even before you do.

And reflect on past moments where you grew through change. Let those MEMORIES be secure bases too.

Our brain is built to resist risk—but with enough secure bases, we can override that instinct and embrace opportunity.

Remember, courage is not the absence of fear.

It is moving forward in its presence—with clarity, conviction, and support.

What do you recommend for nurturing a CONTINUOUS LEARNING mindset in an organization?

To foster continuous learning, start by transforming your organization into a Secure Base.

This means creating a CULTURE where people feel both SAFE and INSPIRED TO STRETCH.

Safety comes from trust, psychological comfort, and meaningful relationships.

Stretch comes from being challenged to grow, take risks, and explore new ideas.

This culture doesn’t emerge from policies—it emerges from people, especially LEADERS who MODEL LEARNING, CURIOSITY, AND VULNERABILITY.

Peter Senge’s concept of the “LEARNING ” aligns deeply with Secure Base Leadership. Senge identified systems thinking, personal mastery, mental models, shared vision, and team learning as key disciplines.

I believe these thrive only when underpinned by EMOTIONAL SAFETY and the COURAGE TO DARE.

Start small.

Leaders should share what they’re learning, ask their teams what insights they’re gaining, and make reflection part of the routine.

Ultimately, you create a culture of learning not through mandates, but through MODELING. When people see you embracing mistakes, asking questions, and growing out loud, they’ll do the same.

A SKILL MISMATCH between an individual and their role can generate frustration and anxiety. How can we help to stay motivated and committed to improvement?

Skill mismatch leads to one of the most silent yet dangerous forms of disengagement: QUITE DESPAIR. People don’t always speak up when their work doesn’t align with their strengths—they just begin to emotionally check out.

As a leader, it’s your responsibility to spot this early and step in, not with critique but with curiosity.

“What parts of your role drain you?” “What work excites you?”.

Then, co-create stretch assignments that align with their potential.

Offer feedback through the lens of belief: “I see this strength in you. Let’s find a way to use it more.”

MOTIVATION comes when people feel they are developing toward a future that excites them—not just performing for survival.

And remember, a Secure Base Leader always looks for potential, even when it’s buried beneath disengagement.

When people feel seen and believed in, they start to see possibility in themselves again.

That’s where transformation begins.

How can we help people overcome fear and use AI technologies effectively?

The rise of AI presents both opportunity and fear: people worry about not being able to keep up and being replaced. To lead through this, we must DOUBLE DOWN ON HUMAN CONNECTION.

A Leader must help their team focus not just on what AI can do, but on what only humans can do—EMPATHY, CREATIVITY, RELATIONSHIP, INTUITION.
These are the AREAS WE NOW MUST GROW EVEN MORE.

We create safety by being transparent: explain why AI is being adopted and how it can support—not replace—people. Provide TRAINING not just on the tool, but on the MINDSET: “What new value can I bring now that this task is automated?”

Frame the change as an OPPORTUNITY FOR REINVENTION, and guide people through the emotional transition with care. Ultimately, your presence and reassurance will mean more than any technical tutorial.

When people feel anchored to a secure base, they are ready to face the unknown

Have you ever been guided by someone who cared about you, freed you from your fears that held you back, made you feel safe and comfortable, and inspired you to dare yourself and achieve goals you once viewed as impossible?

Absolutely: Dan, my mentor during one of the most formative moments of my life. It was during a hostage situation in 1968, early in my career.

I HAD SCISSORS AT MY THROAT, and Dan had asked me to step in.

I was terrified, and when it was over, I erupted at him: “How dare you send me in there!”

But Dan simply responded, “George, you were the right person.”

That moment transformed my life.

He believed in me when I didn’t believe in myself.

He didn’t just give me responsibility—he gave me CONFIDANCE.

He treated me as an equal, not as a junior. He stayed calm. He saw potential in me I couldn’t yet see. In that moment, Dan was my Secure Base.

His presence, calmness, and belief became an inner voice I still hear in moments of challenge: “YOU CAN DO THIS”.

His leadership style embodied everything I later formalized in the concept of Secure Base Leadership and this experience is why I’m so passionate about helping others becoming Secure Bases. I’ve lived the transformation it can create.

Leadership is about shaping lives, not just driving outcomes.

What inspired you to write Care to Dare?
Have you received any surprising feedback from readers?
If you were to rewrite the book today, would you change anything?

Care to Dare was born from a lifetime of experiences—in clinical psychology, in hostage negotiations, and in boardrooms around the world.

I saw PATTERNS.

Whether someone was a CEO, a negotiator, or a victim of trauma, the principles were the same: human beings thrive when they feel safe and are inspired to grow.

I wanted to share this framework with anyone ready to lead with both courage and care.

And yes, the response has surprised me—not because I doubted the principles, but because it confirmed how deeply PEOPLE CRAVE CONNECTION, TRUST, AND PURPOSE.
That hunger is universal.

One of the most touching pieces of feedback came from a senior executive who said “This book helped me feel human again.”

Another told me it helped him rebuild trust with his estranged daughter.

That’s when I knew the message was transcending leadership—it was touching lives.

If I were to rewrite the book, I might focus even more on the role of SELF-COMPASSION and EMOTIONAL RECOVERY in leadership.

Those are themes that the world is ready to embrace deeply.

Your metaphor of being a psychological HOSTAGE to your own life has created a new framework for leadership. Would you elaborate on that for us?

Being a hostage is not just a physical state—it’s a psychological condition.

I’ve seen people with no literal captors live their lives in fear, trapped by old wounds, toxic relationships, or internal narratives.

That’s the “HOSTEGE MINDSET.”

It’s when you feel powerless, unable to change your situation, stuck in passivity or fear—even when you technically have choices.

The antidote is Secure Base Leadership.

It’s how we free ourselves and others from hostage dynamics.

Leaders can unknowingly hold people hostage with FEAR, CONTROL, or CRITICISM—or they can LIBERATE them by offering safety, inspiration, and challenge.

The metaphor resonates because everyone has felt stuck at some point.

My work is about giving people the tools and the courage to break free.

Understanding the hostage dynamic empowers leaders to create CULTURE OF EMPOWERMENT of empowerment, not control.

It’s not just about managing people—it’s about setting them free to become who THEY ARE CAPABLE OF BEING.

What in your experience has proven to be most effective in creating a positive mindset and making desired change happen?

The most effective tool is the power of the MIND’S EYE—the ability to focus attention.

What we focus on expands.

A Secure Base helps a person direct their focus toward growth, possibility, and strength, rather than fear, failure, or limitation. Change happens when we shift our perspective and start seeing our potential instead of our problems.

And change is sustained through relationships. NO ONE CHANGE ALONE. It takes bonding, dialogue, and consistent affirmation.

When a leader reflects your strengths, challenges your limits, and stays by your side through struggle, your mindset shifts.

This is not magic—it’s neuroscience, psychology, and love in action.

So, if you want to lead change—START WITH THE WAY PEOPLE SEE THEMSELVES. Then help them see more.

That’s the heart of leadership. That’s how you help people care to dare.

Cosa vuol dire essere OSTAGGIO psicologico della propria vita?

Essere ostaggio non è soltanto uno stato fisico, è anche una condizione psicologica. Ho visto persone senza alcun “carceriere” vivere la propria vita nella paura, imprigionate da vecchie ferite, relazioni tossiche o loro narrazioni interiori.
Questo è l’atteggiamento da ostaggio: ti senti impotente, incapace di cambiare la tua situazione, bloccato nella passività o nella paura anche se tecnicamente hai delle scelte.

L’antidoto è liberarci e liberare gli altri dalle dinamiche da ostaggio.

Di qui la mia idea di “Secure Base Leadership”. Perché i leader possono, anche inconsapevolmente, tenere in ostaggio le persone con la PAURA, il CONTROLLO, il RICHIAMO o possono invece possono RENDERLE LIBERE offrendo sicurezza, ispirazione e sfida.

La metafora colpisce perché tutti almeno per una volta ci siamo sentiti bloccati e il mio lavoro consiste nel dare alle persone gli strumenti e il coraggio per liberarsi.

Comprendere questa dinamica permette ai leader di creare CULTURE DI EMPOWERMENT e non di controllo. Non si tratta soltanto di gestire persone ma di renderle libere di diventare CIÒ CHE SONO CAPACI DI ESSERE.

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The competence of networking

Mattia Sedani — Fri, 21 Mar 2025 13:44:23 +0000

Interview with Marco Vigini by Violena Paci

How would you define the concept of a network?

A network is the web of relationships that each of us has built over time, in which we are embedded and of which we are a central node.

We all have a huge but often forgotten and/or undervalued asset: our relationships – strong, weak, occasional, dormant bonds with people we haven’t spoken to in a long time, which, if managed with method and care within a framework of value, can become an explosive mix.

Is networking a skill or an innate talent? Is it something we can train?

It is a COMPLEX SKILL to be learned and made fruitful, both at work and in daily life. It is fundamental to communicating our capabilities, presenting our brand and value, unleashing collaborative intelligence and creating synergies.

It needs to be trained, structured and practised with METHOD and CONSISTENCY.

Networking skills could be compared to a sport that requires training and preparation to achieve high performance.

First you have to:

Understand what it is
Activate it
Apply method and consistency,
Measure its impact and value created within our ecosystem.

Why is it important?

In a world where everything is connected, the identification of professional and personal opportunities, skills, success and even a person’s well-being is exponentially enhanced by the support of their network of RELATIONSHIPS.

At the click of a button, you can connect with anyone in the world and stay connected for life. And while business cards may age, relationships, both online and in person, remain active and constantly evolving.

Thanks to the power of connection and exchange generated by and between people, the network is a true personal asset, potentially capable of providing crucial answers in every area of our lives.

The “I” raised to the power of “We” allows us to take on challenges that would otherwise be unthinkable.

And today, the world is simply too complex to believe that we can face it alone.

The power of relationships is fuelled by networking.

Networking allows us to build meaningful relationships and create unique opportunities for ourselves and those around us. The goals may be different, but one doesn’t preclude the other – in fact, they are mutually reinforcing.

What is the true ESSENCE of networking?

Networking can be done:

Because we like to do it / in the spirit of giving (like Adam Grant’s GIVER)
In an opportunistic mode / thinking only of immediate benefits and losing sight of the broader value framework into which it fits (the TAKER)
With mutual nourishment (the MATCHER).

The true essence of networking occurs when we GENERATE VALUE FOR OTHERS AND WITH OTHERS.

Focusing on creating value FOR OURSELVES AND OTHERS is a strategy that will remain future-proof as long as it’s not done in a predatory or purely utilitarian mode.

What motivated you to start researching networking?

My mission is to make networking accessible to everyone and to prove that a shy and introverted person (like me) can turn this complex skill into a powerful enabler of opportunity.

If networking is a skill, what are its key dimensions for creating value?

There is a more intimate, deep, relational, energising dimension that involves the individual, and another more rational, methodical dimension that involves KPIs and measurement.

They need to synthesise and love each other.

The genie in the bottle needs both dimensions to be released and create value.

What elements are needed to ACTIVATE it?

It requires awareness of the structure of our relational engine and the circuits it is made up of, the ability to enter into a positive and empathically healthy dynamic with the interlocutor, a method for defining the type of professional or personal journey to which we want to apply the network and its stages (i.e., the people we want to meet and the right proximity spaces, both physical and virtual, to do so, in line with our objectives).

Why shouldn’t we just look for immediate benefits and why is it important to take a WIN-WIN approach?

Because when we approach people for purely utilitarian purposes, we get a counter and opposite signal.

People don’t like to be exploited, and I believe that a win-win approach, based on a genuine and mutual desire to build bridges, is the least risky and most valuable for everyone.

On the other hand, if you’re a taker, you can’t help but pass that on.

What factors should we consider to activate a relationship EFFECTIVELY?

First of all, the trust that I create, the value that I bring, the reputation that surrounds me and the common project that I want to advance.

Often our brand precedes us, but we must always ask ourselves: how can we work together to create more value for ourselves and those around us?

How should a NETWORKING INTERVIEW be conducted and what are its characteristics and rituals?

A networking interview is an art that requires advanced skills.

80% of the success is linked to the information and PREPARATION about our interlocutor: the better the preparation, the more opportunities we can create.

In managing the interview, it is important to keep an eye on some assets, including communication, as well as the interest and commitment we manage to build around our project and ourselves.

Are there any rules for building RELATIONAL WELLBEING?

The rule I follow when I care about someone is very simple: never let someone leave without feeling better than when they arrived.

How can we IMPROVE our approach to relationships?

I suggest PRACTICE, SELF-TESTING and FEEDBACK.

It’s important to open ourselves up to others with great CURIOSITY and LISTENING, biting our tongues several times to listen and understand more about who we’re dealing with, and seeking feedback as we would seek air.

The world around us is full of valuable people with valuable stories to share, in which we can find ourselves, enrich ourselves and build something new.

But we have to open the right key: it’s up to us to take a step towards them and not remain passive spectators in a relationship when the right conditions and values are present (also to create a better world).

What advice would you give to someone who is naturally shy to overcome their SHYNESS?

Even the most shy and introverted people can manage their relationships in a calm, effective and strategic way to achieve important goals.

All you have to do is DECIDE to network, adopt a METHOD, TRAIN, GET FEEDBACK and improve every day: we are all playing for every centimetre we move forward every day.

And if we still feel unsure, we can always surround ourselves with people who are better than us and learn from them.

What is the value of concepts such as kindness, gratitude and even spirituality?

The nobler side of these skills involves thanking and remembering the people who have contributed to our growth.

We are often too much in a claiming mode (what I don’t have, what they didn’t give me, what I didn’t do).

We need to shift our vision and approach and instead move into a GRATITUDE mode, not taking for granted the many gifts and attentions we receive, sometimes without even realising it.

Could you clarify the role of “PLACES”, whether physical or online, in networking and how they should be chosen?

The places for networking should come from our professional and/or personal goals.

For example, if I want to change jobs and sectors, I need to identify places, different from my current one, where I can start gathering information about the skills needed for the place I want to frequent as my new professional scenario.

If the aim is simply to enrich and inspire oneself, the mapping of places and interlocutors will be different.

This approach can help those who don’t know where to start networking.

How would you define a COMMUNITY?

In a community, whether organisational or personal, a number of elements come together where individuals identify with a process and wider dimensions such as values, interests and shared passions.

In a cohesive and strong community, the “I” must give way to a “we” that is stronger and more powerful, and must renew itself with each community act. to build around our project and ourselves.

Once a network of contacts has been established, what is needed to keep it ACTIVE AND MEANINGFUL OVER TIME?

A network needs to be kept warm, and the first thing you need is the mental state to do it all the time, avoiding the trap of only reactivating it when you need to.

It must become a habit, a mindset, a practice, in the right environments, both physical and virtual (because places matter), and with the right people.

It’s also important to understand how to keep the flame burning, otherwise it can easily go out and push us into the curve of oblivion.

Relationships are energy consuming; they need nurturing and time, and we have less and less of that, so we have to reckon with our own time and priorities and try to bring together people who can benefit in some way. This is where the win-win approach and the concept of community come in.

What are the most common MISTAKES we make when trying to build and maintain an active network of contacts?

The most common mistake I see is WANTING IMMEDIATE RESULTS and forgetting to nurture our network because we are doing well or don’t need it at the moment.

Society is fluid and situations evolve very quickly.

The biggest mistake is to start cultivating your network WHEN YOU NEED IT, and by then it’s often too late.

The concept of the NETWORK ECONOMY has been around for several decades. Do you think companies today are adequately developing this strategic asset?

Companies have realised that a growing percentage of innovation and advantage is coming from outside their own organisation, where stakeholders that have been neglected and off the corporate radar are becoming valuable resources for connection and opportunity.

Stakeholder engagement – differentiated by group, structured and based on trust – is becoming a strategic resource and beacon for process improvement, leading to operational excellence and the business developments needed to remain competitive in the marketplace.

As companies, we have a duty to create more innovative and daring visions for the future of our network: the compulsion to compete is no longer sustainable, and the word “together” is indispensable as a new horizon of meaning and an alternative form of civilisation in which we can also build new professional paths and business models.

Ultimately, the value-creating gift, as the spirit and form of human relationships, can and should become a new inspiring logic of living, even for business, and awaken the supreme form of memory called gratitude.

Back to places: from your point of view, what are the general advantages of LINKEDIN compared to networking?

LinkedIn can be a powerful tool for knowing and being known because it:

Provides an extraordinary TRACKING OF INFORMATION AND RELATIONSHIPS that would otherwise be unsustainable (we have limited informational energy), and if the profile is clear, it provides a representation of who we are dealing with, giving a competitive advantage and saving time
Is a RELEVANT PLATFORM for a professional because you can see what they talk about, the books they’ve chosen, the posts they share, the content they add, the people they follow, the values they convey and much more
It has LOWERED the BARRIERS: if I know that a particular topic is being discussed in a particular space, I can join it and have a reasonable chance of finding people who share my interests and perhaps even my values.

The network is often associated with LinkedIn’s conversational space, and the CONSTANT QUESTIONS are: how do we make our presence distinctive and competitive? How do we effectively manage online relationships? Is quantity or quality more important?

The online network can be easy to activate, but it’s harder to maintain.

It brings back the need for care, time and continuity.

A post letting people know I’ve done something is fine, but it can’t be the only thing.

To understand the power of a professional social network like LinkedIn, it’s necessary to look at the underlying theories of relational systems.

The larger and denser our network of contacts, the greater the opportunities for personal and professional growth. However, there’s no point in having 20,000 followers on LinkedIn if you don’t know how to maintain a healthy, genuine and valuable relationship, and you present an image that is incoherent and inauthentic.

You can manage your social media presence, rather than be overwhelmed by it, through quality people who are on social networks, just like in real life.

LinkedIn needs to be guided, not intimidated by the noisy distractions, and focused on the people who matter most.

It’s like saying, “Do I go to a thousand places or do I go where I know I can find people I like and where I can find value?”

Are there PRACTICES that help build authentic relationships in a digital context?

Aiming for quality over quantity in contacts; sharing meaningful experiences and useful information; valuing others’ contributions by sharing valuable posts and always tagging and thanking the authors.

What are the most common MISTAKES people make when networking on LinkedIn?

– Viewing LinkedIn simply as a self-promotional and self-celebratory tool risks creating a void around us over time as people get tired

– Overwhelmed by the massive amount of information coming in, we risk being thrown around without finding value

Outside of professional social platforms, where is it appropriate to network?

Attending events, conferences and workshops is an effective way to cultivate this skill and maintain active and reciprocal relationships that would otherwise be forgotten.

Physical networking events and participation in specific communities, whether personal or professional, become a fundamental asset, as does a coffee (or aperitif or lunch), which needs to be properly prepared to enter another dimension with the interlocutor.

A single “coffee” with someone can change the trajectory if it is wanted, nurtured, thought through and planned with the utmost care and attention.

How did your second book, The Power of Relationships, come about?

It was born out of a desire to teach networking skills to young people.

I believe that creating your own tribe, a support network that you can rely on and trust, will be the goal of every professional and manager in the coming years, but also of every young person entering the world of work. Job interviews will also increasingly ask what network we have and can rely on.

We are moving from “what role do you have” to “what network do you have”.

In the book you talk about networking as a life skill that needs to be enabled for success and wellbeing, from young to old. How does a ‘healthy’ network of relationships affect personal wellbeing, and what mindset can we use to create it?

Although we rarely stop to think about it, the way in which each person builds, shapes, maintains and enhances their personal relationships is a central element of our existence and can determine our personal and professional success as well as our well-being.

Human relationships are like threads in a fabric: weaving strong and enduring bonds enables one to create a dense and resilient fabric that can bear any weight, withstand life’s adversities and even make a meaningful impact.

The right mindset to create a “healthy” network is to “MAKE A DIFFERENCE” in one’s own life and in the lives of others.

Do you think education should play a role in networking?

The practice of networking should be taught right from school, because awareness of connections is vital for competitiveness in the job market and for people’s well-being.

A student who does not have a presence on Linkedin misses the opportunity to understand how it is evolving and what is happening in the professional world through the posts and testimonials of thousands of registered professionals that he or she could follow or get in touch with.

And we need to start at a young age to cultivate our “garden” of direct and indirect relationships, and continue to do so throughout our lives, in both the physical and digital dimensions.

There is a lot of talk these days about wellbeing and longevity. Do you think that as the population ages, “developed societies” – perhaps even healthcare systems – will pay more attention to the importance of older people maintaining adequate social relationships?

The world’s longest-living senior communities (Japan and Sardinia) show that, in addition to a “healthy” lifestyle characterised by careful nutrition and physical activity, it is a trustworthy network system that accompanies people in the latter part of their lives, making them feel less lonely and providing them with a community that is ready to help them when they need it.

What are your final suggestions on networking to unlock the genie in the bottle?

Developing networking requires, first and foremost, self-awareness and relationship awareness, strategy and lots of practice and training.

It is important to learn how to communicate effectively, listen actively and demonstrate sincerity and interest in others to build bridges of mutual value.

Combined with a genuine passion for people, networking is a truly explosive mix.

It requires identifying and frequenting suitable environments and circuits that are different from one’s usual professional habitat, and it requires the right habit and mindset to keep the flame burning by creating bridges and ongoing connections with our network.

Among the various activities I recommend:

defining a diverse networking strategy and tools according to our goals
joining one or more communities, physical or virtual, that foster connections and exchanges
having a distinctive and competitive presence on LinkedIn
associationism
hanging out once a month with someone better than ourselves
always having lunch with people who are new and/or who travel different routes than we do
nurturing one’s brand
seeking feedback to improve ourselves and understand the impact we have on others
leading the process when making connections between people in our network.

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AI-Powered onboarding

Mattia Sedani — Sun, 16 Mar 2025 13:44:23 +0000

Interview with Mirko Puliafito by Violena Paci

Does AI replace part of HR management or does it integrate and enhance it (or both)? What approach would you suggest for assessing the contribution of AI technologies to HR roles and processes?

AI is not replacing HR management, but rather transforming and enhancing it by automating repetitive tasks and leaving MORE room for the HUMAN and STRATEGIC ASPECTS of the function.

We can think of HR processes as a continuum, from operational activities (CV screening, onboarding, administrative management) to more strategic ones (talent development, engagement, culture).

AI can intervene at both levels, but with different effects:

IT AUTOMATES low-value tasks such as screening candidates, managing documents or answering internal FAQs.
IT SUPPORTS and ENHANCES strategic activities by providing data-driven insights, predictive analytics and tools to personalise employee support.

So, AI is an ally, not a replacement. It can help make HR work more effective and focused, but it cannot (and should not) eliminate the role of empathy, negotiation, and human understanding that define the function.

How did you get involved in AI for HR processes?

I got involved in AI for HR processes because of a specific need: to make onboarding and training paths more effective and personalised, overcoming the rigidity of traditional systems. I have done this in business and, in the past, in technology by introducing AI into the Docebo LMS platform.

During my journey, I realised how difficult it is to ensure a truly tailored onboarding experience for each individual. HR processes often rely on standardised rules, checklists and one-size-fits-all documents, leaving little room for dynamic and adaptive interaction.

AI has allowed me to transform this approach: from a one-way model to a system that LISTENS, LEARNS AND RESPONDS TO THE NEEDS OF EACH PERSON IN REAL TIME. Thanks to data analysis and advanced interaction tools, we can now create more INTELLIGENT, EDUCATIVE and ENGAGING onboarding paths, where technology serves people and not the other way around.

At Digitiamo, we believe that AI should not replace the human touch, but enhance its impact. We work to build solutions that help people grow, integrate and feel part of an organisation from day one.

In your vision, what elements should be considered when talking about onboarding?

Onboarding encompasses several elements that HR today addresses in varying degrees: hard and soft skills, alignment with expectations, training on internal company procedures, training on company specifics, workplace safety training, individual assessments, goal setting, and possibly ongoing monitoring of the person’s performance in the role.

In summary, the key elements are ASSESSMENT, TRAINING and ADAPTATION to the EXPECTATIONS of the ROLE to be filled and to the CULTURE of the company.

Onboarding therefore addresses a need for LEARNING and a need I call POST-ASSESSMENT.

What are the main challenges of onboarding NEW RESOURCES compared to an internal career improvement process?

For internal transfers, onboarding can focus on training for the new role, whereas for external hires, there is greater UNCERTAINTY about the person’s skills and adaptability, so – in general – a more thorough assessment and onboarding plan are needed.

In its traditional sense, the concept of onboarding refers to the moment when a new person joins the company. How do you define it?

In our vision, onboarding is not just the first step of a new employee in the company, it is a necessary process in different scenarios and when a new hire or career advancement occurs, it ensures that the person becomes active and autonomous in covering a specific role.

Onboarding is therefore a CONTINUOUS PROCESS OF INTEGRATION, LEARNING, AND ADAPTATION.

Traditionally, it is seen as a set of activities to introduce a new resource to the company’s culture, procedures, and colleagues. But in my view, it is a dynamic ecosystem that doesn’t end in the first few days or weeks but EXTENDS OVER TIME TO ENSURE THAT THE PERSON IS TRULY AUTONOMOUS AND PERFORMING in their role.

Onboarding is more than just a welcome; it is an ACCELERATOR OF EFFECTIVENESS.

In the modern context, we can distinguish three levels of onboarding:

Functional Onboarding – Provides the tools, information, and training needed to get started.
Cultural Onboarding – Promotes alignment with the company’s values, vision, and mission.
Relational Onboarding – Builds connections with the team and the company network to accelerate integration.

At Digitiamo, we see onboarding as an ADAPTIVE AND PERSONALIZED PROCESS, that addresses different scenarios and where AI plays a crucial role in ensuring that each person receives the most appropriate information and support tailored to their profile and needs.

The ultimate goal is not just to bring someone into the company but to enable them to perform at their best in the shortest possible time and with the best possible experience.

L’onboarding è più di un semplice benvenuto, è un acceleratore di efficacia.

Nel contesto moderno, possiamo distinguere tre livelli di onboarding:

Onboarding funzionale – Fornisce gli strumenti, le informazioni e la formazione necessarie per iniziare a lavorare
Onboarding culturale – Favorisce l’allineamento con i valori, la visione e la mission aziendale
Onboarding relazionale – Costruisce connessioni con il team e il network aziendale per accelerare l’integrazione

In Digitiamo, vediamo l’onboarding come un processo adattivo e personalizzato, che riguarda diversi scenari e in cui l’IA gioca un ruolo fondamentale nel garantire che ogni persona riceva le informazioni e il supporto più adatti al proprio profilo e alle proprie esigenze.

L’obiettivo finale è quindi non solo far entrare qualcuno in azienda, ma metterlo nelle condizioni di dare il meglio di sé, nel minor tempo possibile e con la migliore esperienza possibile.

Do you see this as a complex process that can be effectively enhanced by AI?

Absolutely, yes.

It is not a static and one-size-fits-all process, but needs to be STRUCTURED, FLEXIBLE AND PERSONALIZED, based on the role, previous experience and goals of the individual.

STRUCTURED because it involves several dimensions: knowledge of the company, technical training, cultural integration, development of soft skills, and building internal relationships. Effective onboarding doesn’t just provide information, it ensures that THE PERSON FEELS LIKE AN ACTIVE PART of the company.

PERSONALIZED because everyone has a different background, experience, and learning style. A junior profile needs different support than a senior, just as a technical profile has different needs than a commercial one.

How does AI improve this?

AI allows to SCALE PERSONALIZATION and EFFECTIVENESS of onboarding in several ways:

CUSTOMIZED PATHS: It analyses skills and needs to offer targeted training content

FAST ACCESS TO INFORMATION: Chatbots and digital twins answer questions in real-time, eliminating the need for lengthy document searches

MONITORING ADAPTATION: It analyses the individual’s engagement and progress, highlighting potential difficulties before they become problems.

CONTINUOUS SUPPORT: Instead of a “time-limited” onboarding (e.g., the first two weeks), it can ensure intelligent mentoring during the first few months of activity.

You mentioned not assessment but POST-ASSESSMENT. Why?

I talk about post-assessment because after selecting a person, since there is no such thing like the perfect resource, there will definitely be a positive background that the person brings and for which they were selected, but there will probably also be some GAPS TO BE FILLED.

This is always true, but especially in the case of a REPLACEMENT, because there will be expectations regarding the new resource, both in terms of the business context and the specific role they will be taking on.

I would add that – jus as importantly – AI can have an impact on the ENGAGEMENT of the new resource, precisely because it pays attention that is truly tailored to the individual.

How could AI make a difference, in this case?

AI allows us to improve what we already do in response to these needs, primarily because it can provide a much more accurate ASSESSMENT of the person in terms of skills, but also of values, personality traits, and interests, compared to what was done during the selection phase.

You mentioned that when examining the onboarding process, it’s important to consider different scenarios when looking at the onboarding process. Which ones?

We think it’s useful to distinguish three specific cases of onboarding, as each has different dynamics and challenges and requires different approaches, processes, and tools. Specifically:

New person | New role (with which the company has no previous experience)
Internal person | New role (career improvement)
New person | Existing role in the company (replacement)

AI can contribute in a targeted way to make onboarding more effective in each of these cases.

Let’s analyse them one by one:

New person | New role

How to implement effective onboarding for a role where the company has no experience?

If the role is completely new (for example, the creation of a marketing service that was previously outsourced), there will be greater RELIANCE on the NEW PERSON and on what was learned about them during the selection phase.

Even the creation of the new role will be based on what the new person has done in the past.

In this case, the need for a post-selection assessment seems less urgent and less controllable: since the role is new, there is no internal reference to challenge, verify or double-check; and even if a post-selection assessment were carried out, the awareness of what the person lacks would still be relatively low.

Let me give you an example “from my own experience”: I decided to introduce a new sales manager role and chose someone based on a network of references, the people who spoke to me about them and the head-hunter who assisted us. But in reality, the person lacked alignment with the company values, as well as lacking relationship skills, deep-dive skills and a number of other things that we only realised after subsequent assessments.

It was the first role of its kind in the company, we had no experience and, looking back, I probably should have done a lot of things differently, identified the gaps much earlier, either during the selection phase or during onboarding.

Also, you can’t expect to teach a new person a role that you don’t know yourself: there is an UNKNOWN, you don’t know exactly what the person will do in that role, so you don’t know how to integrate their skills properly.

So, unless you use external consultants – or perhaps the same head-hunter who helped you recruit – your only option is to wait for the results.

In addition, if you can’t rely on the resource directly because they are highly skilled or because they need to deliver results in their role immediately, it may also be appropriate to have an external coach to help and support the person alongside the company’s onboarding process.

What else can AI do to create an effective onboarding for a new resource in a role where the company has no experience?

In this case, AI is incredibly effective in improving onboarding and can make a real difference.

Because while the company internally may not know exactly what is right or wrong for a new role, AI acts as a third eye that – instead – has the experience of all those who have already held the same type of role and have also built learning paths accordingly.

This is where AI helps us: while HR tends to focus on the people in the organisation, AI fortunately has the EXPERIENCE OF OTHERS that it inherits and makes available.

When our assessment skills seem inadequate, you can rely on a tool that is open and experienced.

Internal person | New role

What are the benefits and challenges of CAREER IMPROVEMENT?

We can think of CAREER IMPROVEMENT as ‘disguised’ onboarding: the person hasn’t joined the company as a new employee, they’ve just changed roles. If someone is promoted internally, there will most likely be a MIND THE GAP path. However, there will obviously be no training on the company itself.

There needs to be a learning path that starts with an assessment of the person’s skills against those required by the new role. So, it is a UPSKILLING ORIENTED TOWARDS CAREER IMPROVEMENT.

For example, we developed someone from a Marketing Specialist to a BDR (Business Development Representative), so that they were not just posting on social media, but also doing outreach. We created a training path to evolve their profile from A to B, providing them with all the tools for “how to make cold calls, where to find the lists, how to approach, how to create an agent script, how to manage dialogues with others.” These are all typical onboarding upskilling activities.

By the way: career improvement does not always involve upskilling. For example, in the case of an internal replacement of an existing role: if the CMO leaves and I replace him with someone from his team who is more junior but already has certain skills, it doesn’t necessarily require a lot of upskilling.

There is also completely free upskilling: when I used to work with LXP (Learning Experience Platform) systems, the resource was free to train on new technologies, for example.

How can AI improve upskilling?

AI can improve upskilling by personalising learning paths based on a person’s current skills and goals.

By analysing performance data and learning preferences, it can suggest targeted content, adjust the difficulty of exercises and provide real-time feedback.

In addition, AI-based tools can act as virtual coaches, providing hands-on simulations, role-plays and contextual advice.

This allows for more seamless professional development that meets both individual and organisational needs.

NEW PERSON | EXISTING COMPANY ROLE

What are the challenges of REPLACING an existing company role with a new person?

When I need to replace an existing role – because the person has left and I haven’t found an internal replacement – with a new external resource (or even when I add an external resource to an existing team), we have the most complex case, which combines the two previous ones.

Once you’ve selected a new resource, you expect the new person to bring the same type of contribution as the person he or she is replacing. This person has – positively or negatively – consolidated and accustomed the company to a certain type of contribution, work and relationship.

In the case of a replacement, therefore, there is always an EXPECTATION OF THE ROLE that must be taken into account.

Moreover, beyond the expectations related to a specific role, it is certain that a new person in the company cannot be expected to contribute in the same way as the person who was already operating in that context.

Therefore, from an onboarding point of view, it’s important to make an ASSESSMENT (which should be done during the same onboarding phase or earlier if a screening has been carried out during selection and we know what the person lacks) in order to build a LEARNING PATH to fill the GAPS that the new person will certainly have compared to the previous employee.

This will allow the person to be equipped with the necessary tools to become available, active and autonomous as soon as possible, without the need for on-the-job training.

It would not be possible to plan on-the-job training in advance, as the missing skills would only become apparent after the assessment.

In addition, coaching intervention may also be necessary, especially in the case of empowering the internal team.

How can AI improve the replacement process?

AI helps to manage the replacement process, both during the selection phase and during the integration of the new resource.

It can identify gaps compared to the previous person and suggest personalised onboarding paths to reduce adjustment time.

In addition, by continuously monitoring performance and analysing team interactions, AI can highlight potential issues in the transition process and facilitate more effective alignment between the new resource and the corporate culture.

How can AI help companies optimise the onboarding process?

AI enables the creation of training content and provides only the necessary information and training for a specific role.

Let’s say that every onboarding requires the company to have

. policies that describe its life and rules

. an orientation path for each specific profile (compared to what has been published in job advertisements or, in any case, according to the needs for which a resource has been added).

What happens today is that companies have a series of manuals, notes, databases, documents where this type of information is stored. Whether it’s in Notion, an Office 365 folder, Google Drive, shared compliance documents or, in more structured companies, a database with all the company policies, the tools today are mainly DOCUMENTS.

So, what happens today is that access to current knowledge is given, with the invitation to read and digest it in some way.

If it’s videos or short clips within the onboarding process, they’re watched (as is the case with us, for example), but if I have policies or corporate guidelines in hundreds of pages and hundreds of documents (as is the case with our clients), it’s clear that no one is going to read them. It’s also because access is difficult and it’s impossible to remember everything.

What technology offers today, through tools that are increasingly accessible at enterprise level, is the ability for HR to create a knowledge base for all this information, put it on a SHARED DATABASE, make it more accessible, build an INTERACTION BOT on top of it (we’ve done this for clients and it works really well) and give people access by saying: “OK, I’ve trained you up to here, you should have accessed these hundreds of documents, and I accept that you didn’t because it’s impossible and almost nobody would do it. But if you have a question, I’m here to help you. Ask me a question, I’ll access the same knowledge base and I’ll give you the answer“.

We’ve seen that this is a really great evolution in the accessibility of information, and it SIMPLIFIES ONBOARDING, because it removes too heavy or perhaps unnecessary content in the early stages, restricts it to what’s essential, and shifts to 24/7 support everything that’s not needed in the very early stages and would also be disengaging.

AI can also help to create content and learning paths to bring everyone up to the same level, to be associated with an onboarding activity, and to animate them if you want to create informative videos.

In Digitiamo, we have short, in-depth content on “how we do it differently” for each of the main professional figures.

You can easily create content – both video and non-video – for study or direct interaction with a digital twin.

What technologies are used?

A combination of technologies is used: language models such as OpenAI, ChatGPT, Gemini, etc., together with tools for aggregating the knowledge base, which are semantic databases.

The combination of the two creates digital twin tools to which speaking faces can also be attached, with tools such as AIGen, for example.

This is the current set of technologies that allow us to do this work.

How do you see the development of the corporate DIGITAL TWIN? Are we still far from widespread use?

The Corporate Digital Twin is not yet very widespread, but it will be.

What we’re seeing is that once a company’s knowledge base is shared and accepted for certain profiles, it becomes easy – thanks to the AI tools available – to create a direct interaction with an INTERNAL VIRTUAL COACH to support the onboarding phase.

Today it’s very easy – starting from a job description, from what needs to be done within the role, maybe with line managers who have described the technologies and processes in more detail, and maybe with an ISO 9001 document that also provides additional details about the company’s processes – to feed all this information to an AI and automatically create a supporting digital twin for HR.

And every time I have a question on one of these topics, instead of going directly to HR, I would go to the company coach or the digital twin of HR.

What advice would you give to start implementing AI in onboarding processes? Where would you suggest to start?

For general employee support, apart from the need for specific training, you can start with a baseline of core values, compliance rules and basic company knowledge and evaluate the use of AI already available in company tools.

For the basics that every new employee needs to learn, the solutions tend to be close to the world of HCM (Human Capital Management), i.e., software that manages the entire relationship between the employee and the company, integrating AI capabilities to automate and improve HR management processes.

Before developing customised solutions, it’s best to check whether these AI functionalities are already available in the management software in use, in order to reduce costs and implementation time.

If these convenient AI features are not available, or if they aren’t sufficient, then it is necessary to contact SPECIALISED COMPANIES that produce AI tools or solutions that simply integrate the company’s knowledge and technologies to achieve the desired result, which is then delivered to the person.

This is the current way of working, while waiting for the technology to improve and mature, and for dedicated and vertical solutions to emerge for this type of activity, which are very supportive of the person and therefore very close to the HR world.

What are the most common mistakes in implementing AI tools at this basic level of onboarding? How can they be avoided?

The most common mistakes are:

Relying too much on AI without human oversight, which risks losing touch with individual needs.
Failing to personalise content, offering generic experiences that don’t address the real needs of the new hire.
Underestimating the training managers need to use AI tools, making it difficult to integrate them into existing processes

To avoid these mistakes, it’s important to combine technology and human interaction, gather continuous feedback and take an incremental approach to innovation.

How can AI be used to personalise onboarding and improve skills assessment?

In cases where specific training is required, there are two key moments:

The assessment phase, which we call post-assessment because it involves evaluations that were partly carried out during the recruitment phase.
The training and coaching phase.

The POST-ASSESMENT phase includes “what do I need, what is my role in the company, what do I need the person to do”. As this assessment should have been done during recruitment, I should already have some of this information.

I need to know what I want the resource to do, what the goal is, what tasks are in the daily activity list and what skills are required.

So, I need to make an assessment of the role and then fill any gaps accordingly.

The gap can usually be filled by TRAINING, COACHING or a HYBRID approach.

Thanks to AI, solutions are also being developed for both the assessment, learning path implementation and coaching.

Viblio for ASSESSMENT: you tell me where the person wants to go, I carry out an assessment, both soft and hard skills, and identify a path
LEARNING PATH IMPLEMENTATION: Various available LMS (Learning Management Systems) allow the creation of learning paths that are more or less dynamic, based on the individual and the content the company has
CONTENT CREATION: I may not have all the content I need for a specific training.

What AI tools can I use to create LEARNING TOOLS?

AI will increasingly enable the creation of hyper-personalised learning tools based on content.

So, if a person lacks a certain skill, I can create a hyper-personalised piece of content tailored to their needs using tools to create content – which I can review – and publish it so the next person has it available.

For example, I use BEAUTIFUL AI, which uses a prompt to create slides that can include voice recordings.

I can also create videos using tools like AIGEN, which takes content and allows you to create a video, including a face, to give a sense of interactivity.

There are also tools such as Google’s NOTEBOOK LM, which, when I post a topic, creates audio scenarios (similar to podcasts) that discuss a particular topic in a more interactive way, with two voices discussing a topic, allowing me to consume it in a more engaging way.

How can we ensure that the information delivered during an onboarding process is actually learned and applied in the long term?

Delivering content is always the more challenging aspect, because you need to VERIFY THE EFFECTIVENESS of what the person has received during onboarding.

There are AI tools that measure the long-term impact of what the person has actually learned within a given timeframe.

When I was at Docebo, we acquired a company that specialised in this type of metrics using AI. So, after a period of time, surveys were sent to people asking them what they remembered, and it did this using recognised patterns, backed up by psychological studies, to measure the actual impact of what was supposed to be transferred to the candidate and how much they retained.

What challenges do companies face when implementing an onboarding process based on current technology tools?

The main challenges are:

RESISTANCE TO CHANGE, especially from those used to traditional processes.
Difficulties in integrating with EXISTING HR SYSTEMS, especially in companies with outdated tools.
Risks related to PRIVACY and the management of SENSITIVE DATA.
Balancing AUTOMATION and HUMAN INTERACTION to avoid the onboarding process becoming an impersonal experience.

Overcoming these challenges requires a strategic approach and a strong focus on the USER EXPERIENCE.

Is there an aspect of onboarding where the potential contribution of AI is particularly underestimated, but will be critical in the coming years?

One of the most underestimated aspects is predictive analytics for long-term success.

AI could not only assess whether a person has the right skills for a role, but also predict their cultural fit, level of engagement and risk of turnover.

This would allow companies to proactively intervene to improve retention and integration of new resources.

What other EMERGING TRENDS in AI-powered onboarding do you see as particularly promising?

CORPORATE DIGITAL TWINS for more natural interaction between new hires and corporate systems.
PERSONALIZED LEARNING EXPERIENCES based on natural language processing and behavioural data.
IMMERSIVE ONBOARDING using AR/VR to simulate work environments and accelerate adaptation.
EMOTION ANALYSIS using AI to monitor stress and engagement levels during the first few weeks on the job.

Final question: “do you think onboarding will be an increasingly automated process in the future, or will the human factor remain central?”

Automation will increase, but the human factor will remain central.

AI will enhance the process, making it more efficient and personalised, but the human connection is irreplaceable when it comes to building a sense of belonging and motivation.

The future will be a balance between technology and relationships, where AI frees up time for more strategic and relational activities, without ever replacing the value of empathy and human interaction.

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Reflections on judgement at work – Making better choices

Mattia Sedani — Wed, 05 Mar 2025 13:44:23 +0000

Interview with Sir Andrew Likierman by Violena Paci

What inspired your focus on the development and use of judgment as a key factor in leadership and management?

Having worked in industry and commerce, in professions and in the public and not-for-profit sectors as well as in academic life, it has been clear to me how important the quality of judgment is. Indeed, it is one of the most important qualities that a leader in any field needs to have.

People assume that they are either born with judgment or without it. I believe that everyone can improve their judgment, regardless of whether they have particular personal qualities or not. My work is about how to do so.

How would you define good judgment?

The combination of personal qualities with relevant knowledge and experience to form opinions and make decisions.

How can we improve our judgment in everyday decisions?

The first step is to understand that judgment is a process and that we can improve it in ourselves and others. The process I suggest is to incorporate 6 elements into the judgment – Our knowledge and experience, our trust in people and information, our awareness of what is happening when we make the judgment, our feelings and beliefs, the way we make a choice and (for decisions) our ability to deliver what we have chosen.

Taking each of these in turn, improving our own judgment means:

Understanding the relevance of our experience and knowledge to the judgment we are about to make.
Being aware when listening, seeing and reading so that we have a good understanding of what is going into the judgment.
Ensuring that who and what we trust is based on reliable evidence about our sources.
Understanding the feelings and beliefs, including our biases, emotions and values, that we have in relation to a making a judgment.
Ensuring we consider the right options as part of the way we make our choice between alternatives.
And finally (for decisions) considering the practicability of delivery of what we have chosen.

How do you differentiate judgment, intelligence and decision-making, and how are they connected?

Intelligence is one of the qualities that contribute to judgment. Others include acumen, common sense, discernment, emotional intelligence, insight, perceptiveness, rationality, self-awareness and wisdom.

Judgment covers both decision-making and forming opinions.

What makes judgment different in times of crisis?

It depends on what the crisis is!

For example, if it is a time of stress, the danger is that we let our emotions dominate our choices and we make worse judgments as a result.

If we need to make quick choices, we need to consider the risks of speed.

If it is something unexpected, we need to make sure we are considering all the alternatives, not just the possibilities that come quickly to mind.

In any case we need to look for specific actions relevant to the cause of the crisis.

Many people assume that judgment improves with experience. Do you agree?

Usually, judgment does improve with experience. We gain knowledge and experience all through our lives. These should help us to understand more about how to consider the choices we have to make. We also get feedback on what we do, which again should help us to learn.

But judgment will not improve if, as well as becoming more experienced or knowledgeable, we become overconfident or complacent.

What is your opinion on the topic of decision-making speed?

The authorities in the field differ a great deal on whether it’s better to make decisions quickly or slowly. Before considering whether to go fast or slow down, the questions to ask ourselves are first: Can it wait? And then: Does it matter?

– If it can’t wait and it matters, there isn’t a choice to be made, say with a personal medical emergency – do it now.

– If it can wait and doesn’t matter (getting the latest phone model when your current one is just fine), take it at whatever speed you believe is best in the circumstances.

– If it can wait, and it matters, the choice about speed is above all an assessment, and then management, of risk:

The more it matters, the greater the risk of speed.
If the circumstances are unfamiliar, then you are taking a risk by moving fast – the more unfamiliar, the greater the risk of speed.
The worse your record on making judgements at speed, the greater the risk of making this one quickly.

Spending more time by getting missing facts or consulting more widely generally lowers the risk. Delay through procrastination probably, but not inevitably, increases it.

But as ever with judgement, context is everything and the relative risks of speed against delay have to be weighed up for the particular circumstances.

What are your main thoughts on how intuition shapes effective judgment?

With speed, authorities in this field have many different views. Before considering whether to use intuition, again, as with speed, there are two questions to ask ourselves: First, is evidence required for what I’m about to do? And second: Does it matter?

– If evidence has to be provided (for colleagues, the regulators or the law), intuition or gut feel cannot be enough of a basis for judgement. ‘I feel it’s right’ doesn’t allow for scrutiny or provide an adequate basis for explanation.

– If evidence does not have to be provided

and the outcome doesn’t matter (‘I’ve decided to go for silver rather than black for the new car’), you can do what you feel is best and choose the combination of analysis and intuition that is appropriate in these circumstances.
and the outcome matters, using intuition is about the assessment, and then management, of risk:
The more it matters, the greater the risk of using intuition
The less familiar the circumstances, the greater the risk of using intuition.
The worse your record on making judgements using intuition, the greater the risk of doing so.

But as with so much in the field of judgement, context is everything. The relative risks of using intuition against not doing so have to be weighed up in the particular circumstances.

What role do emotions play in how we judge situations, and how can we prevent them from clouding our judgment while still using them as valuable input?

The main way we can prevent emotions from clouding our judgment is to become aware of them and to take account of them when exercising our judgment.

For example, fear may make us excessively cautious and anger make us act badly.

In the case of fear, we may want to consult those we trust to get their perspectives. In the case of anger, we may need to wait until it has subsided before taking action.

From your experience, what judgment errors do leaders most often make, and which ones are most detrimental to sound decision-making?

Not understanding the limitations of their existing knowledge and experience.

Not applying what they know to the circumstances of a particular choice.

Not understanding who and what they can trust.

Not being aware of the circumstances in which they have to make a particular choice.

Not taking account of their feelings and beliefs (including their biases) when making a choice.

Not making a choice between alternatives in the right way.

Not taking account of the realities of an ability to deliver what they have decided.

In your view, is overconfidence a curse or a blessing for leaders?

It is definitely a curse for good judgment!

Someone who is overconfident may well not understand that they know less than they think they know, may not take in what is going on, may not listen to advice, may ignore possible alternative courses of action, may not acknowledge risk and may not understand that something cannot be carried through.

In your view, is overconfidence a curse or a blessing for leaders?

It is definitely a curse for good judgment!

Leaders often struggle to retrace their steps. And recognizing one’s own errors in judgment is not always easy. How can one learn from poor decisions and improve at recognizing and managing cognitive biases?

Above all a leader needs to be open-minded enough to accept that he or she cannot get everything right and that life is a continuous learning process.

One way is to make sure a leader gets feedback from people who will tell them the truth, not what they want to hear.

Another is to have regular reviews on performance and progress. It’s important to learn from things that go well, not just when something has gone wrong.

In relation to judgement, bias is one of the ways feelings and beliefs influence making a choice or forming an opinion regardless of the context and the facts.

Bias issues, as with judgement as a whole, are context-specific – we have to consider the relevant biases in relation to specific decisions.

Some biases, such as groupthink, are regularly mentioned in discussions in the world of work.

Other biases may be just as common but are not mentioned, usually because we are not aware of them.

Some of the ways of addressing these biases are:

Identify your biases, and those of the people you work and deal with, so you can manage them, for example by discussing them in appraisals or performance reviews or acknowledging them openly in discussion.
Use training or coaching to become more aware of them and other aspects of your feelings and beliefs.
Identify the feelings and beliefs in the room in making collective judgements, especially biases such as groupthink. Take specific steps to counter them where they could jeopardise good judgement, for example through a devil’s advocate technique.
In providing a safe space for dissent on feelings and beliefs, ensure that status does not inhibit free expression.
Where necessary, use rules or provide procedures to counter the risks of bias, to ensure that relevant options are considered and to increase personal accountability.
Even if you believe you are aware of your own biases, ensure that you get feedback on them from those you trust and who are not afraid to tell you the truth.
If you consider yourself unbiased, check, if the facts and circumstances change, whether your views reflect that.
Look for motivated reasoning in people and information presented to you, separating commitment from bias.

What distinguishes individual judgment from collective judgment, and in what ways can teams enhance their decision-making?

Most groups are set up as part of normal business to get the benefit of collective judgement rather than relying on a single individual. It’s accepted that they fulfil a number of functions, one of which is to recognise that a single individual doesn’t necessarily have the skills, personal qualities and experience required for the choice involved. The group, collectively, is there to remedy those limitations.

Whether it will do so depends on the size, composition and dynamics of the group, how it is set up and who is asked to serve.

There seems to be plenty of evidence that there is a real danger of groupthink in organisations and that groups need to consider how to avoid it.

There are well-established ways of doing so, including encouraging diversity of participants and views or review of the group by outsiders (for example through board appraisal) or internally through review sessions. There can also be encouragement of diverse views in the way the group operates.

But above all it is the chair who will be most influential in avoiding – or failing to avoid – groupthink. The chair is likely to be influential in who is chosen to be members of the group and the way in which the expression of diverse views is or is not encouraged.

A good Chair will bring out the best in the group and make sure that it is not just those with the loudest voices who are heard.

How to build a strong decision-making environment when dealing with risk and uncertainty?

There are plenty of well-established ways for organisations to manage their risks.

Judgement involves assessing risk, not avoiding it.

It involves acting quickly, even immediately, where speed is of the essence.

It only involves caution when caution is justified, such as when there is the need (and time) to get more information, including about whether what is being considered is feasible.

What can leaders do to build an organizational culture that encourages sound judgment at every level?

Make clear that judgment is valued by hiring people with good judgment, by using appraisal as an opportunity to identify how people can improve their judgment and by promoting those who show good judgment.

What aspects of human judgment do you see as beyond AI’s ability to replicate?

By recognising that AI can be a valuable tool in an increasing number of applications and that it will help those leading and managing organisations to exercise better judgment by giving them access to more sophisticated raw material for the choices they have to make.

AI can do many wonderful things, but it cannot exercise judgment. It does not have a number of attributes that distinguish a human being from a machine, such as conscience and morality.

But critically, although in many circumstances, AI can help a human being to make a better judgment, it cannot be programmed to achieve an outcome that is unique to a set of circumstances.

What final adviceS would you give to make better judgments?

Be aware that judgment is a process and that understanding that can stack the cards in your favour in making better choices, not only in your working life, but also in your private life
Identify your strengths and weaknesses, including your biases, to decide how to use your strengths and mitigate your weaknesses
Incorporate risk analysis at all stages of the judgement process
Look for judgement as a quality you are seeking in colleagues. Make it an explicit part of selection, appraisal and performance reviews and a criterion for promotion, giving clear guidance on what it means
Fill the gaps and issues in your own judgement through the means relevant to the gap, whether it’s getting more experience, learning from colleagues, training, mentoring or coaching.
Foster an environment where feedback is encouraged, diversity of views is accepted, dissent is seen as safe, assumptions can be challenged, and feedback is seen to be followed up and used.
When setting up teams, bring people in who provide the diversity relevant to the subject and the group, and who share your values but not your biases.
Where possible, harness the power of AI, especially in choice and delivery.

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HR and new generations

Mattia Sedani — Wed, 19 Feb 2025 13:44:23 +0000

Interview with Beatrice Carlorosi by Violena Paci

How do the values of today’s young people differ from those of previous generations?

I believe that the values of today’s youth have changed in several ways compared to previous generations, but there are also elements of continuity.

We see a greater focus on issues such as environmental sustainability, mental health and social inclusion.

Compared to previous generations who often prioritised financial stability and sacrifice, Generation Z is more focused on PERSONAL FULFILMENT and achieving a WORK-LIFE BALANCE.

They are not willing to put work at the centre of their lives at all costs. Of course, they want to do something they are passionate about and that allows them to be independent, but they no longer accept the idea that success is solely a matter of sacrifice.

For today’s youth, it is essential to find a balance between life and work, to prioritise mental wellbeing and to have the freedom to choose a path that is in line with their values.

Another major shift has been driven by their constant exposure to technology. They have grown up in a hyper-connected world where social media influences their values and how they perceive themselves and the others. This makes them more AWARE OF GLOBAL ISSUES, but also exposes them to new pressures, such as the CONSTANT REQUIREMENT TO VALIDATE WHO THEY ARE AND WHAT THEY DO.

Ultimately, it is not just the way people work that has changed, but their whole value system.

They want a more balanced, authentic life that is in tune with who they are – and they are not prepared to give that up for an outdated notion of success.

However, some values remain unchanged.

Friendship, family and a desire for justice and freedom have always been important; we just express them differently now. Ultimately, each generation adapts to its time and tries to make the best of the tools available.

New generations leave organisations that do not meet their new needs.

Beyond the literature, in your experience, what are the main expectations of younger generations and which are the most difficult to manage?

From my perspective, younger generations know exactly what they want from a job – and, more importantly, what they are no longer willing to accept.

Unlike in the past, when people would stay with a company even at the expense of their personal well-being and satisfaction, today’s priority is to find a job that respects their values, aspirations and individual needs.

If I had to highlight the most important expectations that I see emerging, the first would undoubtedly be FLEXIBILITY.

This goes beyond remote working – it is about having more control over their time. As I mentioned earlier, young professionals WANT TO DO THEIR JOB WELL, without sacrificing TIME FOR THEMSELVES, their passions or their mental health.

Another crucial aspect is well-being at work.

Toxic environments, unsustainable work rhythms and authoritarian leadership are no longer tolerated. Young workers expect to be heard, to express their ideas and to work in an environment that promotes COLLABORATION OVER EXCESSIVE COMPETITION. If these conditions are lacking, they will not hesitate to seek better opportunities.

Then there’s the issue of CAREER DEVELOPMENT.

Even if they enjoy their jobs, Gen Z needs to see clear career prospects. They have a strong appetite for learning and expect real opportunities to develop new skills and progress professionally. Companies need to provide STRUCTURED PATHS AND TANGIBLE OPPORTUNITIES TO TAKE ON NEW CHALLENGES.

Another key factor in retaining young professionals is their desire for a MORE HORIZONTAL LEADERSHIP style. This can sometimes clash with more traditional corporate structures, which are still very hierarchical and aligned with the values of older generations.

Similarly, their DIRECTION TO CHANGE AND INNOVATE can be hampered by slow and bureaucratic internal processes.

One of the biggest challenges is the NEED FOR IMMEDIATE GROWTH. Many young workers want to progress quickly, but the reality is that some skills take time to develop. I sometimes notice a degree of IMPATIENCE that can lead them to leave a company before having fully explored its opportunities.

This generation has grown up with Google, Alexa and instant access to information, which contrasts with learning processes that require time and patience.

Ultimately, I believe that younger generations have brought positive change to the workplace: they demand more respect, better balance and more opportunities for growth.

But to turn these expectations into reality, companies and employees need to engage in an open dialogue to find common ground between innovation, organisation and business needs.

This is precisely the culture we have built at AIGen, where the average age of our employees is 35.

We foster an open, flexible and inclusive work environment where everyone is supported in their personal and professional development through continuous learning and meaningful challenges.

What strategies can increase engagement and retention of young talent, while minimising disengagement and attrition in a competitive industry like yours?

The data and AI industry is incredibly competitive, and compensation alone is no longer the key factor in attracting young talent.

I like to think of it in terms of a novel: the story has to be compelling, the characters have to feel part of the journey, and the ending has to promise something extraordinary.

In a novel, the first essential element is a strong sense of PURPOSE and IMPACT.

Young professionals want to see the impact of their work. They want to feel PART OF A BIGGER MISSION that values their contributions.

Then there’s continuous learning and development.

If the main character in a book doesn’t grow, the story gets boring. The same applies to talent: high-quality mentoring, CLEAR CAREER PATHS and STIMULATING CHALLENGES are essential. Young professionals don’t need empty promises; they need clear direction and a real commitment from the company.

Autonomy and ownership are also key.

If young workers feel like extras rather than protagonists, they will disengage. Companies need to give them ownership of real projects, trust them and create room for experimentation.

Another important element is the sense of belonging to a “reality”, to a “community”. It is the sense of CONNECTION and IDENTITY that a young talent must feel within the company. Young talent will stay where they FEEL PART OF SOMETHING SPECIAL – not just because the job is interesting or well paid.

A company that wants to retain talent must become AN INFINITE GAME – a place where young professionals don’t just want to come, but want to stay, because being part of it has value beyond the pay cheque.

Any strategy must include flexibility and work-life balance: Work should integrate with life, not dominate it. The risk of burnout is a major deterrent for top talent.

Of course, the right remuneration policy is also crucial.

Money isn’t everything, but it’s important. If the market offers more, if an employee feels undervalued, or if recognition is merely symbolic, the risk of loss of talent is extremely high.

At its core, attracting and retaining talent is not just about policies or procedures – it is about narrative, growth and belonging. If the career journey is compelling, young talent will be the first to want to continue writing their story with us.

And that’s exactly the kind of novel we’re writing at A.I.GEN., where everyone has a role in shaping the company’s story and its successes.

As you mentioned, the fundamental intangibles in the workplace for younger generations include the flexibility of work needed to achieve a good work-life balance, as well as opportunities for professional growth and meaningful careers. What levers can HR use to optimise the balance between work-life flexibility and career development, while aligning them with business needs – or even making them synergistic?

The first step is to change perspective: flexibility and growth are not conflicting needs – they can actually be mutually reinforcing. When people have the freedom to manage their time effectively, work at their own pace and integrate their work and personal lives, they are more motivated and productive.

At the same time, if they see real opportunities for development, they are more likely to stay and give their best.

That’s why HR needs to operate at multiple levels.

Flexibility goes beyond remote working – it is about TRUE AUTONOMY. It’s not just about enabling remote working. It’s about giving people the freedom to organise themselves while maintaining moments of alignment and collaboration. It is not the physical presence that matters, but the value that a person brings.

Achievement of goals and the quality of work delivered must be the key drivers – we need to shift the focus from time spent to the actual value of the work performed.

To make this shift, two fundamental ingredients are essential: MUTUAL TRUST and ACCOUNTABILITY FOR EXPECTED RESULTS.

At the same time, career progression can no longer be seen as a rigid, predetermined path.

Young professionals want to feel part of a meaningful project, but they also want the freedom to build their own careers dynamically, exploring different roles and developing cross-functional skills.

This is where HR can make a real difference – by introducing PERSONALIZED DEVELOPMENT PATHS, encouraging Ongoing Learning and allowing people to ADAPT PART OF THEIR ROLE TO THEIR INTERESTS.

The key, in my view, is to bring these two together. If a company can create an environment where people can grow without sacrificing their personal balance, it will have a huge advantage in attracting and retaining top talent.

This requires a change in mindset, as well as more open and empathetic leadership. But the result is a healthier, MORE SUSTAINABLE WORK MODEL, BENEFITING BOTH EMPLOYEES AND THE COMPANY.

This is exactly the challenge we have taken up at AIGen: to offer maximum flexibility, respecting individual projects and needs, while at the same time supporting professional growth in a personalised, non-standardised way.

Careers are no longer a rigid ladder to climb, but a network of opportunities. Young professionals want to take charge of their own journey and develop their skills dynamically, rather than waiting for time-based promotions.

That is why we ensure continuous learning and offer flexible career paths that make room for LATERAL EXPERIENCES (e.g., moving from a technical role to a more strategic one, or vice versa).

At the same time, we promote the synergy between work-life balance and growth through “VARIABLE PACE” CAREER MODELS that allow for periods of acceleration and pauses without penalty. We foster a CULTURE OF CONTINUOUS FEEDBACK that adapts each person’s path to their evolving needs and, most importantly, an EMPATHETIC LEADERSHIP that sees flexibility not as an obstacle but as a key element in retaining top talent.

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The culture of caring

Mattia Sedani — Mon, 10 Feb 2025 13:44:23 +0000

Interview with Sonia Malaspina by Violena Paci

Caring is a concept that is not particularly appreciated or valued today. But in your experience and vision, it plays a crucial role, also from an economic perspective. Could you illustrate this for us??

The experience we have gained from the introduction of a company policy to support parenthood in 2011 and, later in 2020, to support care for the elderly and vulnerable, has shown that care at work has a significant potential value. In the book “Il Congedo Originale”, written with Marialaura Agosta, I have collected more than a decade of observations and practice.

From the analysis of hundreds of cases involving mothers, fathers, and individuals caring for elderly parents or vulnerable people, we have identified the development of crucial skills — skills that are indispensable in today’s digital and immersive economy.

Creativity and intelligence, proactivity and agility are essential now and will continue to be in the future.

Factors such as wellbeing, motivation, and enthusiasm, which drive performance in these areas, will become increasingly important.

To build high-performing teams, we need to take care of the people who are part of them. As corporate workforces, like our country’s general population, are ageing and often include carers, it is particularly important to support those who care for others.

I strongly believe that caring should be valued in the workplace.

We need to care for people and encourage them to care for themselves, others and the environment.

Such an approach maximises employee engagement and creates both social and economic impact.

Why does fostering a culture of caring in organisations improve performance?

Because people need to be CONSIDERED and managed as whole human beings.

It cannot be ignored that employees are also parents, children, or caregivers.

When organisations understand and support individuals through difficult times, those same individuals give back by contributing to the well-being, engagement and performance of the organisation.

How does caregiving—such as taking care for a family member—enhance management skills? Which skills in particular?

We have found that skills like goal-oriented work, prioritizing, and managing complexity are naturally developed through caring — especially when caring for children, the elderly, or vulnerable people. CarING acts as a natural training ground, and when people return to work, they are better professionals.

For example, when a mother is supported to reintegrate after maternity leave, we see an enhanced and strengthened skill set—critical in today’s digital workplace, where hierarchical structures and siloed working models have been replaced by teamwork, collaboration, and effective information flow management.

During caregiving experiences, individuals develop skills such as Empathy, Active listening, Resilience, Crisis and contingency management, PrioritiSation.

This leads me to believe that, in the medium to long term, caregiving experiences are beneficial from an organisational perspective and represent an investment with significant returns.

What methods did you use to measure caregivers’ skills?

We measured the self-perception of individuals before and after their caregiving experience.

The results were then validated by managers and through direct observation using the methodology developed by Lifeed.

How can companies create an environment that allows individuals to leverage their life experiences and apply them professionally?

By fostering an inclusive work environment where people feel free to express themselves.

Corporate culture is a fundamental factor—especially for the new generations’ approach to work.

For all post-COVID generations, a stimulating work environment—where they can learn new things, build strong relationships, and have open communication with colleagues and managers—is a crucial factor in deciding whether to join or stay with a company.

This is why workplace culture is so important, as high turnover is a significant cost to any organisation.

What role does recruitment play in creating a workplace that values the skills of carers? Does this criterion also help in selecting people with an innate inclination towards a caring culture?

Absolutely, yes.

Our corporate culture is based on a balance between care and challenge. These two elements need to be well integrated. Like athletes, caring enables us to achieve outstanding performance and results.

Similarly, we evaluate candidates based on their commitment to continuous self-improvement—those who care about themselves, others, and the planet.

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Reflections on AI, in light of the Theory of Multiple Intelligences

Mattia Sedani — Sun, 26 Jan 2025 13:44:24 +0000

Interview with Howard Gardner by Violena Paci

Should AI mimic human intelligence or carve its own path?

What AI does is not entirely happening in one set of hands. Those who design AI systems may have one set of goals but the systems themselves have the potential to proceed In various directions, not all of which can be anticipated, encouraged or headed off.

If I were the designer of a system, I would want AI systems to do effectively what they can do, and to desist from more complex issues—e. g. ethical issues—where we have no reason to think that they will help out the human condition.

Ideally, human intelligences and artificial intelligences should work together. But unless human beings reach a healthy consensus today with respect to their most important and pressing goals, this is unlikely to happen.

Do you believe AI can develop capabilities akin to each of the intelligences you described / what human intelligences cannot be truly replicated by AI?

As for the multiple intelligences, I see no problem in AI systems mastering the major intelligences—linguistic, logical-mathematical, musical, bodily-kinaesthetic, spatial. I have a great deal of difficulty in accepting AI as a significant participant in the personal intelligences—understanding of self, understanding of others. Because WHO would those selves or others actually BE?

I would add that human beings have rich personal experiences over time and undergo a welter of emotions from early in life till the time of death. AI systems can “simulate” those experiences, but only individuals with flesh and blood—and with a finite life span of no more than a century—can truly experience them.

What criteria would you use to define creativity in a human vs. a technological context?

Any system – human or artificial – can be creative, if it comes up with a product, a process, an insight that was nor previously known. But to achieve the effects of creativity, the product or process or insight has to be seen as useful by relevant parties.

At present, human beings would be the relevant parties—but it’s conceivable that a computation system might itself be able to judge what is truly creative, and how best to assimilate it into current knowledge and existing entities.

Here the judges would not be human beings, but rather the goals of the AI system.

How might Existential Intelligence shape AI development?

As I define and contemplate existential intelligence, it’s the intelligence of big questions—those raised by curious young children, but also by philosophers, theologians and others who contemplate the most capacious and comprehensive questions—who are we? Why are we here? What is going to happen to us?

AI systems can certainly raise these questions—but would they CARE about the answers… and can one SIMULATE caring??

What evolutionary potential and opportunities do you see in AI?

Until this point in history, slow evolution has been governed by (Darwinian) biology—and the somewhat speedier evolution of culture and thought by the human individuals who live on the planet.

It’s likely – if not a certainty – that AI programs and devices will come up with procedures, questions, and answers that we as human beings have not anticipated—and that we might cherish, scorn, or fear.

I don’t see AI evolution as being governed by any moral code—be it the Ten Commandments, or a modern governmental constitution.

Of course, individuals, societies, or the whole planet could in principle come up with brilliant or frightening new products or processes—and then it’s a question of who has the power and the equipment to guide or corral these creations in non-destructive ways.

I don’t think that AI systems will divide according to the traditional arts and science and disciplines. Instead, depending on the content that they are fed and the problems and issues that they are posed, they may develop specific kinds of expertise.

Take as an example, the area of classical music. Surveying the music of Beethoven, AI could perhaps be able to creating even Beethoven’s 10th or 11th symphonies (he died in 1827 and only composed nine symphonies). But no one who knew Beethoven’s first 8 symphonies would ever have anticipated the 9th symphony—clearly it came into existence because of what was happening in Beethoven’s world in the third decade of the 19th century?

What do you think the role of AI will be in fields like art, science, and society within the context of multiple intelligences?

Optimally as partners—acceptably as competitors—lamentably as destroyers.

What are your thoughts on the potential for AI to surpass HI in specific domains?

They already have in many domains. AI programs are better at Chess, or Go, than the best human players.

But that does not prevent human beings from engaging in those games or even getting better at those games…

Could AI develop a form of collective intelligence that interacts with and enhances human multiple intelligences on issues such as teamwork, societal problem-solving, or cross-cultural communication?

Optimally, this will happen—but only if it is governed wisely.

As the ancient Romans asked “Quis custodiet ipsos custodes?

What do you see as the biggest challenge in preparing future generations to thrive in a world that demands diverse intelligences?

To understand what AI can do, what it should do, and what it should Not do—unless supervised and moderated by wise human beings

Not to get caught in the weeds of particular subjects or disciplines but rather to understand HOW they work and WHAT they CAN and what they CANNOT or should not do?

Without wanting to cite the multinational corporation which now bears that name, I call this META KNOWLEDGE – Knowledge ABOUT knowledge.

How should we balance the nurturing of multiple intelligences with the increasing focus on technical and STEM-related skills in education?

What we focus on in education is always a ballet between what the society leaders think is important and worth spending time and resources on—as well as what the human beings, the citizens, the voters, want from education?

If a society values the arts, humanities, the softer sciences, they will be offered and individuals will enrol in them and learn to value and cherish them.

But if the society does NOT value these disciplines, skills, subjects, resources, they will – in my view, unfortunately- – die a slow death.

If you do not push the analogy too far, it is akin to religion. Religion does not have an obvious cash value—compared to engineering or computing—but if the society—or parts thereof—value religion, it will retain its place in the educational system and in the broader community.

How should your theory reshape workforce development practices and approaches?

The Theory of multiple intelligences was developed 40 years ago. With modest updates, I think it is still the best description of the varieties of human intellect.

I do not favour a slavish attempt to apply “MI theory” to workplace development. But clearly, if human resource departments are aware of the range of human intelligences and talents, if they take them seriously, and if they try to make appointments and performances that honor different profiles of human capacities, both work and life will be enhanced

On the other hand, if one remains with a SINGLE measure of intelligence – like the IQ test—and makes all decisions based on scores on that one index, we will have many unhappy persons and a workplace that is narrow, stilted, unlikely to grow, or to develop, or to become outstanding.

As it requires reflection on human qualities, understanding complexity, interdependence and empathy, redefining Intelligence, exploration of consciousness…AI development could be seen as a journey into understanding ourselves and our place in the web of life. What are your thoughts on this point?

This is a hope—but it will only work if it builds on the wisdom—and learns lessons from the stupidity—of previous attempts to deal with the subtlest aspects of the human mind.

Data science and AI could be used to study the complexities of intelligence in non-human species, which might offer insights into the evolution of intelligence itself and how we define “living beings” beyond human-centric views.
What are your thoughts on this point?

Please see my coauthored article “WHO OWNS INTELLIGENCE?”. Shinri Furuzawa, Annie Stachura and I consider in depth the nature and operation of hypothesized ANIMAL intelligences, PLANT intelligences, and ARTIFICIAL intelligences.

What do you suggest in terms of strategies for ensuring that AI is developed and deployed to enhance global human potential and human lives rather than exacerbating existing inequalities?

It is Tragic that AI is flowering at the very time that our planet is increasingly run by OLIGARCHS rather than by ORDINARY CITIZENS, preferably citizens who are well informed and who are motivated to do the best that they can.

It does not have to be an Oligarchy or an Authoritarian system. I hope that we do not need to have a bloody revolution in order to restore a more democratic and egalitarian world.

Is there a “key” intelligence among human intelligences that you believe should be further studied and developed to address the challenges posed by AI?

If I Had a few decades, and a generous research grant, I would focus my attention on the two personal intelligences—Interpersonal and intrapersonal intelligences—and on the hypothesized Existential intelligence – the intelligence of big Questions.

These intelligences offer the best route into the nature, potential, and limitations of AI.

You advocate for tailoring educational methods to individual intelligences.
What’s the state of the art and what opportunities do you see in leveraging technologies like AI and machine learning to envision platforms or systems that evaluate individual cognitive and emotional abilities, and adapt learning processes to the unique strengths and weaknesses of each student?

Whatever criticisms one may have of computers and AI in the world of education, they are a GIFT to personalized learning.

In the past, a single teacher had to work with 20,30, or even 60 students in a class. Now every student can have a personalized educational program.

Also, in the past, only the most gifted teachers could present a challenging concept or process or problems in more than one way. Now, thanks to ever more sophisticated computational systems, any substantive issue or concept can be presented in several ways—and even adjusted online, if one pedagogical approach proves more effective than another…for that child or for many children.

Would you recommend a contribution of neurosciences in such an approach?

I spent twenty years studying the human brain and never regretted it for a moment. Indeed, the whole theory of multiple intelligences is based significantly on the organization and differentiation of the human brain.

I am sure that neuroscience will enhance our understanding of all forms of intelligence—including the postulated 8 or 9 multiple intelligences. Indeed, at least in principle, we will be able to study the human brain non-invasively from birth or even prenatally.

Of course, knowledge should not immediately translate into action. But the more that we understand how the human mind works—and where problems lie—the more likely it is that we can make use of artificial intelligence to compensate in the limitations of particular brain—and to build on the strengths of particular brains.

Indeed, if I were in my third decade, rather than my ninth, I would study cognition from the perspectives of AI and of neuroscience. It is worth noting that in 1975 I published a book called THE SHATTERED MIND about brain function and in 1985 I published a book called THE MIND’S NEW SCIENCE, which included chapters on neuroscience and cognitive (computer) science.

So perhaps I already had a premonition of what lay ahead.

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Sustainable employees’ engagement

Mattia Sedani — Mon, 20 Jan 2025 13:44:24 +0000

Interview with Paola Boromei by Violena Paci

As many studies show, focusing solely on performance improvement can undermine the overall economic viability of an organisation. How would you define sustainable/long-term engagement?

Building engagement within a company is a strategic goal that is typically achieved over the long term, through a combination of elements that strengthen the EMOTIONAL BOND with the company and improve people’s perception of FEELING GOOD.

I am particularly referring to policies and practices that aim to create a more motivating and rewarding work environment by involving employees and other stakeholders in SOCIAL SISTAINABILITY INITIATIVES. In practice, this means engaging people in giving back, corporate volunteering, eco-friendly and socially responsible practices, training, taking care of personal health and well-being, supplementary welfare, adherence to an ethical value system…

It’s about building TRUST, relationship systems based on PEOPLE’s VALUES and MUTUAL RECOGNITION in organisational practices (e.g., mixed work groups, inter-functional coaching…).

A challenging objective is also to align the quality of recruitment with strategic thinking, planning the future evolution of the SKILLS NEEDED for the business sustainability.

Sustainable engagement is therefore an integrated approach that aims to improve the quality of life of employees while contributing to a positive impact on society and communities.

Retention, organisational climate, the ability to attract talent and managing turnover are all key levers and indicators for measuring the return on engagement.

What are the key contextual factors driving the need to build sustainable engagement?

The Covid-19 pandemic has profoundly changed motivations and expectations around work, driven in part by new habits.

In just a few years, we have witnessed several extraordinary events that have disrupted work paradigms and had a significant impact on the economy: in addition to a pandemic affecting at least three continents, two new wars, active outbreaks in at least five epicentres, a sharp rise in inflation and interest rates, and increases in energy and raw material costs.

The legacy has been exponential, expressed primarily in a generalised sense of insecurity, heightened attention to health issues, and widespread frustration over having to sacrifice core values, manifested in the need to better balance professional and personal needs.

Responses has been possible thanks to the spread of agile working practices, increased focus on employee wellbeing, welfare and sustainability policies, and the pursuit of a corporate purpose.

At the same time, phenomena such as the ” GREAT RESIGNATION ” with peaks in short tenures (first 12 or 24 months), “GREAT REGRET” at what has been lost by changing jobs, and “QUIET QUITTING” in the general perception that people are working more than before, have emerged.

For companies, this combination of phenomena has meant managing many transitions at once: new ESG targets, new ways of working, financial rebalancing, new governance rules for listed companies, evolving regulatory frameworks, all with economic and social costs.

But crises and major breaks with the past also bring great opportunities.

In your vison, what management and organizational aspects emerge to motivate people within a team, in a long-term perspective?

Today, we are faced with a vision that is increasingly focused on the short term. However, in order to gain the trust of the markets through a broad equity story and to give meaning to people’s experiences, it is necessary to promote a long-term vision.

This means creating ambition, inspiration and trust.

The rules of engagement need to be redefined, with large-scale projects and greater involvement of people in decision making, especially for younger employees: a BROADER SHARED MISSION that impacts both the internal and external community.

How can corporate leadership play an effective role in pursuing sustainable engagement for people?

Leadership needs to embody the NEW VALUES that people identify with: empathy, the ability to drive change that creates value with a focus on the long-term sustainability of the business, and attention to people development…

What levers are available?

Over the last thirty years, people have been encouraged to develop their employability.

Initially, in the 2000s, this was driven by the need to compete for the best talent, with a focus on accelerating people’s development and creating a new engine for the labour market that exponentially increased the value of human capital within the national system. A kind of circular talent pool in a volatile market, with turnover rates among large global players in certain industries reaching up to 30% in a single year.

In the following decade, in an even more volatile context due to the global financial crisis – one of the worst economic crises since the Great Depression of 1929 – companies relied on performance appraisal mechanisms to identify key individuals through a Gaussian distribution. This system required making decisions and letting go of large numbers of employees with a low return on investment.

This led to a “marketisation” of people and skills.

The concept of employability can be summarised as follows: “You, the employee, are trained to your highest level of competence, but if the company doesn’t guarantee you a career, you leave because you know you have an opportunity in the market.

A question to ask today is whether we are building a COLLECTIVE IDENTITY or whether people are in the company primarily to pursue their own personal employability.

The great transitions in work require the courage to break away from ‘this is how it’s always been done’ and to have a clear vision of the end goal from the outset.

HR is a strategic partner in the many transitions we are facing: industrial models, professional skills, organisation, multi-generational teams.

The context is constantly evolving and knowing how to communicate with people shortens distances and builds trust. People need predictability and security to mitigate external uncertainty. Even if the business objective is to rationalise through efficiency plans to ‘clean house’, this needs to be clearly communicated to people.

But if you aim to the heart, you need to make investments and allocate resources, accepting a degree of slack or redundancy. If you aim for the heart, especially with younger people, you need to invest in skills development, projects, technology, knowledge transfer and ensure communication with leadership.

Technology is a great enabler, but it needs to be accompanied.

And change starts when things are going well.

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Trust and information sharing

Mattia Sedani — Thu, 16 Jan 2025 13:44:24 +0000

Interview with Vincenzo Perroneo by Violena Paci

How would you define TRUST in an organisational context? Is it true that trust is free?

A brief definition of trust might be: To trust is to decide to place something of value in someone else’s hands, accepting the risk involved.

This “something” could be money, reputation or even a brilliant idea.

In practice, trust is the attitude that drives us to take action with another person, believing (or “reasonably hoping”) that their intentions and behaviour towards us will be positive.

It’s like asking a friend to keep an important secret: by asking, we expose ourselves to the risk that they might reveal it, since we can’t control them directly.

Without trust in others, our lives would become an endless process of monitoring and checking, leading to enormous costs and paralysis.

There’s a common belief that trust is “free”.

In reality, building and maintaining trust takes time, effort, trial and error – and, in more sensitive cases, institutions and agreements to ensure reliability.

Consider how long it takes to trust a new colleague with an important project. Before we feel fully comfortable, we observe whether they keep their promises, demonstrate competence, and – crucially – care about our well-being and that of the group as much as their own.

Three basic expectations serve as pillars of trust: PREDICTABILITY, RELIABILITY and FAIRNESS.

Like a bridge, if one pillar fails, the whole structure collapses. Even a small misstep can undermine the relationship.

If our “secret-keeper” friend proves untrustworthy once, we’ll find it hard to trust him again. The same goes for a business partner who may be competent but lacks honesty.

In everyday reality, building trust often reduces the COST OF CONTROL.

Where there’s trust, there’s no need for security cameras, bosses monitoring every employee move or long and complex contracts.

The most innovative companies have recognised that investing in an ORGANISATIONAL ENVIRONMENT where everyone can rely on colleagues and superiors creates smoother processes, fosters creativity and improves results.

Some Japanese industrial companies, for example, have such a strong organisational culture that people willingly work extra hours in emergencies, knowing that others will reciprocate in the future.

But this doesn’t happen overnight, nor is it “free” – it takes time, strategic management decisions and, above all, real attention to relationships.

What moments in organisational life represent a CHALLENGE for trust?

SHAKE-UPS—whether mergers, crises, or simply the arrival of a new leader—always test trust.

Consider a giant created by the merger of several entities, such as Stellantis: many employees wonder whether the new leadership will honour promises, respect the company’s legacy, or focus solely on cost-cutting at the expense of people.

Or think of a company facing the unexpected resignation of its CEO.

In these moments, UNCERTAINTY grows and trust can waver as everything seems unpredictable.

What can be done to address them?

First, focus on initial STATEMENTS and firts ACTIONS.

It’s like joining a new group: if we say “I want to work with you all equally” but then behave authoritatively, consistency breaks down and so does credibility.

Second, it’s essential to explain calmly and transparently THE WHY BEHIND EVERY DECISION, budget cut or new strategy.

If we remove a benefit without adequate justification, those affected will feel betrayed.

Take a pharmaceutical company restructuring its production to meet European regulations, where some jobs may be replaced by robots. If management simply says, “This will save us money,” employees won’t understand and will feel abandoned.

But if the company holds open meetings, explains that the restructuring is necessary to continue selling abroad, and commits to retraining vulnerable workers, distrust can be reduced. Someone might even suggest more effective ways of using robots without necessarily ‘getting rid’ of too many people.

The third crucial aspect is FAIRNESS.

If we are not prepared to share the sacrifice fairly, if we don’t set an example in asking others to give up something, we send a devastating signal.

A historical example is Winston Churchill during the Second World War, who asked his citizens to make immense sacrifices, but shared in those sacrifices and always spoke in the first person plural.

This is how TEAM SPIRIT is built, especially when the waters get rough and everyone might be tempted to row in their own direction.

During the Covid era, more transparent and consistently honest communication from those managing containment measures might have prevented much of the current distrust of scientists, institutions and politicians.

Being treated as informed adults, rather than as children receiving unexplained instructions, fosters responsibility, commitment and ultimately trust.

The link between trust and KNOWLEDGE SHARING seems intuitive. What other elements influence the flow of information at different levels (team, organisation, networks), and what practices can we put in place to encourage it?

It’s often said that “he who has information has POWER”. Today, in the digital age, with data at the heart of everything from online marketing to geopolitics, this has never been more true.

Yet those who hold information are often reluctant to share it for fear of losing competitive advantage, financial rewards or professional recognition.

TRUST acts as a counterbalance.

If I trust my counterpart and believe that sharing my knowledge will lead to better outcomes – such as more fruitful collaboration or even better ideas we can develop together – I’m more likely to open up.

A major barrier to sharing in organisations is INCOME AND RECOGNITION.

If I’m only rewarded for individual achievements, why share information that could benefit others? It’s natural to prefer to work alone. But when companies reward collaboration and share project results among contributing team members, everyone becomes invested in sharing knowledge.

For example, Spotify, known for its “agile” model, sets goals that require cross-departmental collaboration to release new features. If I withhold code secrets, I delay the process and hurt the whole group.

Another major obstacle is the existence of rigid BOUNDARIES between departments or even companies within the same group.

Imagine if every restaurant in a chain kept its recipes, suppliers and marketing strategies secret. Overcoming this “us versus them” mentality is crucial to seizing valuable opportunities.

Simplifying the organisation and reducing hierarchical boundaries can encourage spontaneous information sharing.

Many companies that define themselves as “flat” or “agile” are successful because of their CULTURE of horizontal cooperation.

If a company seeks only highly competitive individuals who are willing to do anything to stand out, it risks creating an atmosphere of constant internal rivalry. In such a culture, information becomes closely guarded as people try to ‘win’ over colleagues.

In contrast, some tech companies prefer individuals who focus on collective learning, developing ideas together and sharing experiences.

This explains why many AI companies are launching projects with universities and research centres, where collaboration and publication of results are integral to the process.

It’s a way of accessing and disseminating innovative ideas, while building trust between potential competitors.

The rise of new AI-based technologies – from conversational bots to deepfakes – raises a crucial question: how can we maintain trust in a world where information is easily manipulated?

Imagine a video showing a political leader making shocking statements.

If it’s a deepfake, we could be deceived and lose trust both in the person (who may never have said those words) and in the media (who may be spreading the news without verification).

The defence strategy, unfortunately, is not magic: it requires education, critical thinking, and credible verification mechanisms.

If I’m relying on a news outlet that has built its reputation on rigorous fact-checking and source transparency, I’m more likely to maintain my trust. That newsroom has every incentive to maintain my trust, because a single fake news scandal could destroy its hard-earned reputation.

Similarly, in corporate environments, we can rely on robust authentication systems and secure file-sharing platforms, but above all on TRAINING people to spot potential deception.

This means teaching them to check document sources, flag suspicious links and interact safely with next-generation chatbots.

Blockchain technology, for example, aims to ensure the traceability and immutability of information, providing an additional layer of security. However, without trust in the actual implementation and integrity of those managing the blockchain, even this becomes meaningless.

We always return to the same foundation: being aware of the risks, educating ourselves, and creating organisational structures and governance rules that support trust – without naivety.

To achieve this, we can draw inspiration from “virtuous examples”.

Consider the scientific community, where researchers must engage in debate, publish their findings and be subject to peer review.

If we asked scientists to keep their breakthroughs to themselves, denying them the publication that gives them recognition, they’d miss out on essential feedback that validates their findings. They’d remain “unrecognised geniuses”, unsure of the real impact of their findings In research, trust in exchange and peer review drives scientific progress.

It’s no coincidence that many cutting-edge companies follow this model: to foster high-quality innovation, people need to feel safe sharing data, ideas and projects. This requires tangible trust, built every day through organisational decisions that maintain transparency.

Ultimately, trust is not an optional luxury or a divine gift – it’s a fundamental resource that must be nurtured through commitment, consistency and transparency.

Building trust requires time, effort and financial investment to establish safeguards, verify the reliability of suppliers, assess the trustworthiness of colleagues and honestly explain unpopular decisions.

But the benefits are immense: where trust exists, relationships flourish, information flows freely, processes are simplified and people commit to common goals.

In times of crisis or major change, trust is tested, but there are also opportunities to strengthen it.

Transparency, treating others as informed adults and demonstrating fairness remain essential principles.

Meanwhile, we must acknowledge our age of sophisticated technologies, where well-crafted fake videos can deceive and robots can replace (or assist) human workers.

There’s no quick fix: we must learn to use these tools wisely, invest in education, and choose ecosystems – journalism, management or science – where manipulation of information is quickly exposed.

After all, trust is like a muscle: intelligent exercise makes it stronger. And in these turbulent times – amid deepfakes, bots and global challenges – we need it more than ever.

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