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When people imagine reaching the C-suite, they picture prestige and influence. But the reality is far more complex. Leaders today must balance relentless demands, rapid technological change, shifting demographics, and rising expectations for flexibility and support. At the center of it all is a simple but difficult question: what does it really take to lead at the highest level?
In my conversation with Pat Tomlinson, CEO of Mercer, he shared a candid look at what leadership really requires, and how leaders should be thinking about the massive cultural and technological shifts shaping the future of work.
Our conversation went far beyond corner-office clichés. We dove into the sacrifices required of leaders, the implications of aging populations and declining birth rates, and why the promise of AI will only be realized if organizations rethink the very design of work.
Listen to the episode here on Apple Podcast & leave a review!
The Reality of Leadership Sacrifice
Leadership comes with a personal cost. The question is, are you ready for it? Pat shared that his days start at 5 a.m., end after 7 p.m., and involve constant travel. If you want the job at the helm, understand that senior leadership isn’t a job you switch off at the end of the day. It’s a 24/7 responsibility shaped by client demands and the need to constantly be visible.
For leaders, this isn’t simply about glorifying long hours. It’s about recognizing the responsibility of presence. Employees, especially early-career talent learn through apprenticeship. They need to see how leaders operate, make decisions, and navigate challenges.
But this isn’t just about working harder; it’s about recognizing where effort aligns with opportunity. Sacrifice will always be part of leadership, but the challenge is how to balance it with building a culture where the next generation can thrive without burning out.
Demographics Are Reshaping Work
Beyond personal effort, leaders today face forces reshaping the entire workforce. Pat Tomlinson highlighted three major dynamics:
- Longevity Risk – People are living longer, straining healthcare systems and retirement savings.
- Declining Birth Rates – Fewer young people entering the workforce means fewer employees to support a growing retiree population.
- Talent Scarcity – As the working-age population shrinks, the war for talent will intensify, pushing organizations to rethink how they attract, retain, and engage employees.
These trends point toward an unavoidable reality: businesses must do more with fewer people, making employee experience and engagement non-negotiables for growth.
Listen to the episode here on Apple Podcast & leave a review!
The Balance of Support and Accountability
Employees today expect more support from their companies than ever before. And now, wellness programs have become a staple of modern workplaces, whether it’s on-site gyms, telemedicine, or financial education. Pat highlighted that employers have become the most trusted institution in people’s lives, often more than government or media. But as he cautioned, leaders must avoid slipping into paternalism.
There’s a fine line between support and over-parenting. Companies can provide resources, but they can’t live employees’ lives for them. Organizations can create access, structure, and resources, but they cannot take ownership of employees’ choices.
The healthiest cultures are those where companies empower people with tools, and employees engage by taking responsibility for their own growth, health, and financial literacy. For leaders, the challenge is to strike that balance: offering meaningful support without undermining accountability.
AI as a Tool for Redesign, Not a Band-Aid
Perhaps the most forward-looking part of our conversation centered on AI. Leaders are rushing to bolt AI onto existing jobs in the hope of instant productivity. While optimistic about AI’s capabilities, Pat’s warning was clear: that won’t work.
Real gains come when leaders rethink work itself. Break jobs into tasks, identify what AI can take on, and rebuild roles to amplify human strengths like judgment, creativity, and empathy. That’s not just cost-saving. It’s reimagining work in a way that makes humans and AI partners, not competitors.
For leaders, this means slowing down before speeding up. AI shouldn’t be a shortcut, it’s not something you throw at problems. Leaders should see it as a chance to redesign the organization from the ground up. Coach employees on how to use AI responsibly while sharpening the human skills that technology can’t replicate: judgment, creativity, and empathy. If you want to keep up with disruption, this is how you create the playbook for the future.
A Path Forward for Leaders
Every era brings new disruption: PCs, the internet, mobile, cloud, now AI. Demographics shift. Employee expectations rise. Healthcare and retirement systems strain.
What doesn’t change is the leader’s role. You don’t get to choose the disruptions, but you do choose how to respond.
The best leaders stay grounded in realism, acknowledging the pressures and trade-offs, while also holding onto a vision that creates cultures of trust, growth, and adaptability.
In the end, leadership isn’t about resisting what’s next. It’s about helping people find meaning and momentum in change.
Listen to the episode here on Apple Podcast & leave a review!