Why leaders are cross-pollinators in the age of AI
Jo-Anne Clarke, dean of Continuing Studies at UVic, shares how new leaders are the connectors between strategy, technology and people.
Bees connect entire ecosystems, and the same can be said for today’s business leaders. While AI and other emerging technologies are creating a buzz, organizations that thrive will be led by leaders—people—who can cross-pollinate strategy, technology and human potential.
Even though AI can process information in seconds, new technology alone won’t determine which businesses succeed. According to KPMG Canada’s Generative AI Adoption Index, more than half of Canadian employees already use generative AI at work, and 83 percent say they want or need to upskill to use these tools effectively. This figure reveals a competitive gap between organizations that are actively building AI capacity and those that are not. As AI becomes a standard workforce tool, organizations that train their people to use it effectively will move faster, innovate more readily and retain their best people.
Connection, not just adoption
As AI becomes more integrated into Canadian workplaces, leaders also face the less technical challenge of helping people navigate change. Jo-Anne Clarke, dean of Continuing Studies at UVic, says leadership in the age of AI is ultimately about connection.
"Leaders are uniquely positioned to see across the organization," she says. "While technology is transforming how we work, people and relationships remain at the core of effective leadership."
She sees leaders as organizational pollinators, connecting people and ideas while facilitating the flow of information and resources. Beyond internal collaboration, Clarke believes leaders must also act as connectors outside the hive, building meaningful relationships with external partners, communities and industries to ensure their organizations stay relevant and responsive.
Ultimately, Clarke says today’s leadership responsibilities go beyond implementing new tools. Leaders must foster cultures of continuous learning and help employees adapt as roles evolve and senior leaders retire.
"Leaders play a critical role in openly acknowledging both the promises and challenges with AI," she explains. "It's about ensuring that AI enhances, rather than diminishes, trust, creativity and organizational purpose."
"Leaders are uniquely positioned to see across the organization. While technology is transforming how we work, people and relationships remain at the core of effective leadership."
—Jo-Anne Clarke, Dean of Continuing Studies, UVic
Building trust takes time
Research from the World Economic Forum notes that AI can generate answers, recommendations and synthetic conversations, but trust isn’t created instantly. Clarke believes leaders can build confidence and trust by being transparent about their own learning journeys and creating opportunities for experimentation and open dialogue.
Opportunities that can help new leaders learn how decisions are made include mentorship programs, job shadowing, cross-functional projects and coaching. For those preparing to lead confidently in an AI-enabled future, Clarke’s advice is straightforward: never lose sight of people. It’s the same instinct that drives a beehive—no single bee thrives alone.
"Technology may drive efficiency," she says, "but it’s human connection that creates engagement, resilience and truly exceptional outcomes."
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- Posted August 5, 2026