In the Leadership Journey of the Executive MBA University of Zurich, we teach leaders not just how to use AI, but how to lead with it. Each participant develops a personal AI leadership agent -- a digital companion trained on evidence-based leadership techniques as well as personal values and organizational goals.

In healthcare, leadership makes a big difference. Outcomes are shaped by expertise -- but also by how experts lead. I had the privilege of working with doctors and healthcare professionals in our CAS Medical Leadership programme at the Executive Education Wirtschaftswissenschaftliche Fakultät the University of Zurich.

AI anticipates, suggests, and sometimes makes decisions for us. In chats, it takes us down a certain route. That’s its power, and its danger. Without leadership, we risk 𝘣𝘦𝘪𝘯𝘨 𝘭𝘦𝘥 -- into efficiency without reflection, with intelligence but without imagination.
Thus, users must learn to 𝘭𝘦𝘢𝘥 in order to engage with AI wisely.

Over the past few days, I had the pleasure of teaching the second leadership module to our German- and English-speaking cohorts in the Executive MBA University of Zurich. Across the module, we realized how leadership is rarely about having all the answers. More often, it is about asking better questions.

We don’t all want to feel the same way at work. For over a century, the workplace has been shaped by a simple assumption: emotions don’t belong there. But they do. And whether acknowledged or not, they shape how we work and how we lead.

People who see their work as benefiting their family - by providing, being a role model, or making loved ones proud - show up more energized, focused, and fulfilled. Family doesn’t drain energy from work; it fuels it.

At Faurecia’s RISE program in Paris, Jochen worked with a group of women leaders to explore how emotional intelligence can empower their leadership journeys. They reflected on what can be controlled, influenced, and what lies beyond our reach.