Leading Links 2025 – Issue 6

In a world of increasing automation and uncertainty, human motivation and agency matter more than ever. This month’s Leading Links highlights how learning leaders can navigate complexity by staying rooted in what drives people to learn, adapt, and act.

From putting human judgment at the center of AI-era leadership, to understanding how motivation actually works, to dialing in your strategic clarity, your pace of work, and your messaging—this edition offers timely, practical insights. The throughline? Clear thinking, intentional design, and a renewed focus on what only humans can do well.

As always, we’ve curated the content to help you lead learning that matters—no matter how fast the world moves.

[Leadership] Centering Human Agency in an AI World
AI isn’t just coming for jobs—it’s coming for how entire companies operate. As automation expands, the real shift is from individual tasks to organizational transformation, where core business models may be reshaped by AI’s scale and speed. But that doesn’t mean humans should surrender the wheel.

The more critical question may be: how many decisions do we want AI to make? It’s not a matter of capability—it’s about intention. Delegating routine decisions makes sense. But when we hand over value-laden choices—what to teach, whom to serve, why it matters—we risk eroding trust, accountability, and identity.

McKinsey emphasizes that the future of work is agentic—defined by people who can navigate complexity, make decisions, and adapt. That’s not just a talent strategy. It’s a mandate for learning leaders to foster curiosity, critical thinking, and ethical reasoning.

And as Greg Satell argues, it’s time to put human agency at the center of decision-making, not as an afterthought but as a design principle. For learning businesses, this means preparing professionals not only to work with AI—but to choose wisely when and how to use it.

💡Takeaway: Don’t just train people to use AI—equip them to lead with judgment, ethics, and intention in an AI-augmented world.

[Strategy] When Emotions Drive Strategy
Most strategic planning processes pretend humans are rational. They’re not. As John Hagel points out, emotions shape strategy far more than spreadsheets. Fear of disruption leads to defensiveness; excitement about innovation can spark bold (but risky) bets. Neither is inherently bad—but ignoring these drivers is.

Strategic clarity comes not just from analysis, but from uncovering the emotional narratives that shape decision-making. What do your people fear? What future are they hoping to build? For learning leaders, these emotional undercurrents matter. Strategy that doesn’t address underlying sentiment rarely gets traction.

💡Takeaway: Don’t just plan with logic—listen for the emotional cues shaping your organization’s beliefs, behaviors, and blind spots.

[Marketing] Clarity in Uncertain Times
In turbulent markets, many brands freeze or flail. But as this Fast Company piece makes clear, the best marketers focus on one thing: radical clarity. What do you stand for? Who do you serve? Why should they care?

Economic uncertainty actually amplifies the need for relevance. Customers become choosier. Noise goes up, trust goes down. The learning businesses that win will be those that communicate consistently, simplify their value propositions, and build meaningful relationships—not just campaigns.

💡Takeaway: In uncertain times, don’t say more—say what matters. Cut through the noise with focused, human messaging.

[Portfolio] Retrieval Practice Revisited
Motivation isn’t a switch—it’s a system. As The Learning Scientists explain, motivation is driven by the dynamic interplay of value, expectancy, and environment. Learners need to see why learning matters (value), believe they can succeed (expectancy), and be in contexts that support focus and effort.

The article cautions against oversimplified notions like “just make it interesting” or “give them a reward.” Instead, learning designers and strategists should consider how relevance, confidence-building, and distraction-free environments combine to keep learners engaged.

For learning businesses, this means going beyond surface-level engagement tactics. Want motivation that lasts? Start by designing experiences that reinforce capability, connection, and purpose.

💡Takeaway: Motivation isn’t magic—it’s designable. Align what you teach with what learners value, believe, and can realistically pursue.

[Capacity] Working Fast and Slow

When should we slow down to go faster? Greg Satell (yes, he makes it in twice this month) explores how high-performing organizations toggle between two modes: rapid iteration and deliberate reflection. The trick isn’t speed or slowness—it’s knowing when to switch gears.

R&D, learning design, and innovation all benefit from time to think deeply. But execution—getting products to market, getting courses live—often requires faster rhythms. Leaders must cultivate teams and cultures that can flex between these tempos.

For learning businesses, this means building structures that support both bursts of productivity and intentional pause—especially in the face of AI acceleration and evolving market needs.

💡Takeaway: Don’t default to “fast” or “slow”—build the muscle to shift tempo based on the problem you’re solving.

That’s it for this edition. If you like what you read here, please share it with others – and maybe hit “Reply” to let us know. Also, be sure to follow us on LinkedIn for ongoing resources.

Best regards,

Jeff & Celisa
Tagoras
Leading Learning