Tomas Chamorro-Premuzic

You're either capable of leading and doing the job and persuading a group of people to become a high-performing team or not.

But in the real world, it matters a great deal because how you think of yourself is kind of contagious.

And then if you're riddled with self-doubt and very anxious and you question yourself, you probably won't persuade anybody that you can lead.

And if you are on the exuberant side of the overconfident, kind of almost delusional spectrum, it's not very good for those

who you lead, but you might get the job.

So if you want to generalize, it's almost like the ideal instance is moderately insecure internally,

so you don't believe your own hype, and you over-prepare, and you have a little bit of imposter syndrome, and you're like, oh my God, I have this client presentation, this pitch, this interview, this promotion incident, and you over-prepare, great.

Elite athletes do this all the time.

But once you're performing, you manage to hide the neurotic ruminations and the voice, and you're like, I am the best in the world right now.

I have coached a lot of people in my life, and usually you coach them to manage their reputation and to present themselves in a way that is more favorable and more adaptive and more beneficial to them than others.

But the internal side is very hard to change.

I like it.

I like professional better, but it's like, it's annoying and you'd rather not have it, but it's also a career enhancing disposition, isn't it?

If you suffer from imposter syndrome, the best thing about that is that you're probably not an actual imposter.

I think 2026, when it comes to leadership, HR organization, will be more or less like 2025.

So AI will still be the dominant topic.

Because I've been thinking about this for so long, I'm getting a little bit of AI fatigue, but the reality is our clients still need help navigating the human AI space.

I think another one will be a consequence of that is sort of like trying to think about the organizational design, organizational development implications of that.

Because I think there are two competing forces.

either AI native companies that are emerging, and I know both of you work a lot in the sector in order of kind of a tech, you know, unicorns and upscales, et cetera, either companies are going to innovate because they start from a different place and we're still seeing whether we can have a unicorn, a 1 billion market cap company with one person, and that's it, one employee and just agents, or more traditional legacy, multinationals, enterprise are going to kind of reinvent how they structure