Leaders at Google have been a transformative force for people, products and markets since 1998. And now they are redefining what it means to guide organizations in a constantly evolving technological landscape.
At YPO EDGE in Sydney, YPO member and Google President Selin Song, and Brain Glaser, Google’s Vice President and Chief Talent and Learning Officer, explored how artificial intelligence (AI) is reshaping leadership, product development and market dynamics, offering a roadmap for thriving in an era of rapid change.
Their insights go beyond technology and point to a deeper shift. Success in the AI era depends less on tools and more on mindset, culture and the systems leaders build.
Learn-it-all leadership beats know-it-all
The time has come for leaders to abandon traditional leadership archetypes.
According to the Great Man Theory of Leadership, “leaders are supposed to show up and provide certainty and clarity, and the workforce is supposed to be there to listen and proceed as they are told,” Glaser explains. In unprecedented times, “courage is the new currency; being able to show up and let people know that as a leader, you don’t have all the answers.
A learn-it-all approach requires actively unlearning outdated beliefs and embracing discomfort as a signal of growth. “We have to question everything and get with the times,” Song urges. “Those of us who have children understand the way people are processing information and communicating is dramatically changing.”
— Selin Song, Google President share
For example, after hiring a Gen Zer from Google sales to handle internal comms, Song shifted her strategy from town halls and emails to video-based snippets. “We’ve gotten much greater engagement and cut-through,” she says. “The way we communicate and process information is one specific area that I’ve had to completely rethink.”
The shift wasn’t easy. In fact, “it was very uncomfortable,” Song admits. “Maybe that’s the key. When you do something, are you comfortable? Maybe that’s not a good idea; maybe you should be uncomfortable.”
Discomfort becomes a strategic advantage. Leaders who lean into experimentation rather than resisting it are better positioned to connect with evolving teams and markets.
AI adoption is cultural, not technical
While many leaders view AI transformation as a technical challenge, it’s actually a cultural one. Organizations often stall not because of lack of tools but because of fear, misaligned incentives or outdated narratives.
“The reality is an organization cannot reinvent itself at a faster pace than its leaders,” Glaser emphasizes. At the Google School for Leaders, “we’re hearing stories that are really anxiety provoking about AI adoption around productivity, efficiency and optimization.”
Leaders need to change the narrative around AI adoption. His advice: “Create the conditions for people to ask themselves, ‘how do I need to change and how do I galvanize people differently by telling different stories about an alternative future that we haven’t seen yet?’”
Rather than trying to influence people through efficiency metrics, try to reframe AI adoption as a growth enabler. “People want to see something that’s exciting, that’s expansionary, that makes them feel like they’re going to be helping more people, more users and more customers,” Song says.
This subtle shift from replacement to expansion unlocks engagement. Equally important is creating systems that encourage experimentation.
“Leadership right now is less about the answers and more about creating the environment for exploration,” she explains. “You have to give people permission to experiment, fail, learn and share, and if you don’t, you’ll never see real adoption.”
A workplace where humans openly play, fail and succeed with new technology requires mutual trust between employees and leaders. ”If the workforce doesn’t trust the leadership or the leadership doesn’t trust the workforce to experiment, you’re dead in the water,” Song cautions. “[CEOs] feel like if they let go, chaos ensues, but in reality, structured freedom is what generates real innovation.”
Leading with humanity in uncertain times
In an AI-driven world, leaders must often make high-stakes decisions with incomplete information.
Amidst uncertainty, start with three questions. “What is reversible? What is low regret? What is high impact?” Glaser advises. “If it’s reversible, you can move faster; if it’s low regret, you can afford to experiment; if it’s high impact, you prioritize.” This approach enables more confident decision-making by balancing risk with opportunity.
Another recommended model combines scenario planning with intuition. “I imagine different futures – best case, worst case, likely case – and then map the ripple effects,” Song says. “Finally, I check with my gut. If something doesn’t feel right, no matter how logical it seems, I pause.”
Both frameworks highlight an important truth. “Decision-making isn’t just about data,” she explains. “It’s about humans, intuition and consequences.
As leaders move toward fostering cultures and designing systems for technological impact, it’s even more important to maintain simple, human-centered habits.
Deep listening is key. “Actively listen to the subtle things people say,” Song says. “Much of leadership is about what’s unsaid — the tone, the hesitation, the excitement.”
— Brian Glaser, Google’s Vice President and Chief Talent and Learning Officer share
Another important quality is curiosity. “I try to ask ‘why?’ constantly, not superficially, but asking, ‘why is this happening, why now, why this person?’” Glaser says. “It keeps me open and people are often surprised because it’s not the traditional authoritative approach they expect from a leader.”
These practices may seem understated, but they are foundational. Being open, curious and available enables leaders to evolve, connect, anticipate challenges and make more informed decisions.
“Leadership is less about having all the answers and more about enabling others to find the answers together,” Glaser emphasizes.
In this era of rapid change and AI acceleration, “never underestimate the power of deep listening and small habits that build connection, understanding and trust,” Song advises. “Those are the things that compound over time.”
