Written by Rene Tardif – Managing Partner, Edmonton

I’ve been doing executive search for decades. 

Over the years, I’ve seen leadership expectations shift with each major technological wave—globalization, digital transformation, remote work. But I must say, nothing is reshaping the C-suite quite like artificial intelligence is right now.

The AI era is not on the horizon. It’s here. And the most forward-thinking leaders are not just reacting to it; they’re actively leading through it. The truth is that roles are evolving quickly. Five years ago, no board was asking if their CFO could speak “AI.” Now, we hear this type of question in almost every client meeting. 

As the race to implement generative AI speeds on, today’s leaders have a lot to consider. In Deloitte’s fourth quarter 2024 State of Generative AI in the Enterprise report, those surveyed suggested the biggest barriers to deploying their generative AI initiatives are driven broadly by three challenges: regulation and risk management, lack of technical talent, and lack of a governance model.

This goes to show how critical it is to have “Al-Fluency” within our leaders who are working to understand generative AI as it evolves rapidly. 

The AI-Fluent Executive

Let’s be clear: it’s not that today’s leaders need to start coding machine learning models, but they do need to understand how AI can reshape their function, whether it’s predictive analysis in finance, customer behaviour modeling in marketing, or smart automation in operations. They also need to understand the limitations and risks of AI, all while having the right people in place. 

What we’re seeing is the rise of what I call the “AI-fluent executive.” They’re not necessarily tech experts, but they are curious, data-literate, and ahead of the curve, so to speak. They ask different questions. They make different bets. They recognize the power and potential of AI to create value, and risk, across the organization. 

These leaders understand that AI isn’t just an IT function, it’s a business imperative. They can connect the dots between technology and strategy, data and decisions. They challenge their teams to explore automation not just for efficiency, but for growth. And they’re not afraid to get uncomfortable because they know comfort is the death of innovation.

Skills That Didn’t Matter a Few Years Ago (But Matter a Lot Now)

So, what separates leaders who thrive in this era from those who resist to adjust? A few standouts:

• AI literacy and digital curiosity. It’s no longer enough to be “open to new ideas and tech.” Leaders need a working understanding of AI’s capabilities, limitations, and strategic applications in their industry.
• Change velocity. We’ve always looked for adaptability, but the rate of change now requires leaders who can build organizations that adapt, not just keep up themselves.
• Ethical insight. Leaders need to anticipate and navigate the ethical implications of AI from bias in algorithms and privacy concerns to job displacement and engaging their people transparently.
• Beyond collaboration. The best leaders don’t just surround themselves with smart employees, they build teams that bridge the gaps between human and machine intelligence.

How We Assess AI Fluency in Leadership Hiring

At Humanis, we’ve developed new ways to gauge AI fluency. Not just by looking at a candidate’s resume, but by figuring out how they think.

When we evaluate candidates for leadership roles, we now routinely ask questions such as:

• How are you currently using AI in your function or business unit?
• Can you share an example of a decision you’ve made based on AI-generated insights?
• How do you navigate the regulation, risk, and bias associated with AI?
• Who do you rely on to keep you current with emerging technologies?
• We’re also looking at track records: have they led digital transformations? Have they worked cross-functionally with data or IT teams? Have they made bold calls about where to automate or invest in tech?

The Future of Leadership Is Being Written Now

AI won’t replace executives, but executives who understand generative AI may replace those who don’t.

The leaders we place today will be the ones steering organizations through the most significant transformation of this century. And if I’ve learned anything during my many years in recruitment, it’s this: every shift in technology brings a shift in leadership.

The challenge, and opportunity, for boards and hiring committees is to look beyond yesterday’s definitions of experience and start hiring for tomorrow’s realities. At Humanis, we’re here to help you find the leaders who aren’t just ready for the future. We’ll find the ones who are already building it.