The changes created by AI demand leaders who are willing to adopt a Renaissance mindset that prioritizes adaptability, creativity and the integration of human-centric qualities, such as imagination and empathy, alongside analytical skills, writes Jeff DeGraff, a professor at the University of Michigan's Ross School of Business. Such leaders know how to build relationships in a fragmented world, act when times are competitive and blend analysis and empathy in times of uncertainty, DeGraff writes.

Put it into practice: Success in the age of AI requires leaders to develop four interconnected types of intelligence: analytical, visionary, relational and competitive, DeGraff writes. "AI has transformed our world, but it has also clarified something timeless: No single type of intelligence is enough."

Diversity, equity and inclusion have been a corporate buzzword, but with initiatives under threat from the government, Ben Ralston, the CEO of The Sachs Foundation, argues that leaders must uphold inclusivity as a moral obligation and require clear commitments instead of superficial compliance. "We will likely make more progress if we stop discussing the acronym altogether and start debating the values," Ralston notes.

Put it into practice: Question your company's commitment to equity by asking if you should strive for it, if you're already equitable and how you can be more so, Ralston writes. "Make it uncomfortable. Force the discussion. Don't allow quick answers. Require commitment."

Don't leave your team confused about who is doing what after a meeting ends, write Karin Hurt and David Dye, who recommend using the last five minutes of a meeting to clarify decisions and assign tasks, and then send an email afterward clearly outlining assignments, ownership and deadlines. "Don't leave ownership in the air. Document it, share it, and reference it next time," they write.

Put it into practice: Clarify how you will know an assignment is complete, whether it's through an update, a signal or a handoff, and model accountability by telling your team what your next steps will be, as Hurt and Dye suggest. "It's the habit that transforms conversations into progress."