AI may not just change what you do at work. It could change how you think, where you find your value, and even how you understand your place in the world.

Kari Zeller is a U.S. Air Force combat veteran, founder and CEO of TGN Consulting, and a battle-tested leadership strategist who advises boards, CEOs, and senior executive teams across Fortune 100 companies, healthcare systems, retail, private equity, and government. She is the author of Re-placed: Answering the Call of Leadership in the Age of AI, a playbook for executives navigating a future shaped by AI, robotics, and quantum computing.

In this episode, Kari explains why the future of work shouldn’t be viewed simply as a question of whether AI will replace us. Instead, she introduces the idea of being “re-placed”: actively finding a new context where our human contributions, relationships, judgment, intuition, and experience can create value.

What you will learn from this episode:

  • Learn why being “re-placed” may be more important than avoiding replacement.
  • Find out how AI can weaken your critical thinking, judgment, and accountability.
  • Discover how to protect your “thinking sovereignty” in an AI-driven world.

“To be re-placed is to be placed again.”

– Kari Zeller

Topics Covered:

01:15 – From “replaced” to “re-placed”: Kari explains why the future isn’t about waiting to see whether technology makes you obsolete, but actively finding where your contribution can matter next.

03:45 – Why AI changes the container of work: Discover why AI is fundamentally different from previous workplace technologies and why it could reshape the place where many people find identity and purpose.

09:15 – The danger of outsourcing your thinking: Learn how excessive reliance on AI recommendations can weaken critical thinking, narrow innovation, and diffuse personal accountability.

12:00 – Protecting your thinking sovereignty: Kari explains why you need to keep practicing your own judgment, decision-making, and ability to navigate complexity.

14:40 – Preparing for an AI-driven future: Sarah and Kari discuss education, critical thinking, values, context, and why knowing the answer may matter less than knowing how to ask the right questions.

17:20 – What is ontological vulnerability?: Kari explains the difference between a threat to what you do and a threat to your identity, purpose, and sense of place in the world.

20:10 – Is work our “buffalo”?: Explore the powerful idea that when work changes dramatically, we may lose more than income or tasks. We may also lose a source of identity, meaning, community, and achievement.

23:00 – Separating your identity from your job: Kari shares how women can begin identifying the deeper value they bring beyond their current role, expertise, or productivity.

25:30 – The value of experiential wisdom: A real-world restaurant scheduling example shows why AI can create an answer in seconds, while human experience can recognize why that answer won’t work.

33:00 – Finding the bigger contribution: From blacksmiths to Swiss watchmakers, Kari shares examples of people and industries that adapted by redefining what they were really contributing.

35:20 – Why the future of AI is a leadership question: Kari explains why leadership means actively co-creating a future that matters instead of simply accepting the future created by circumstances.

Key Takeaways:

“We need to maintain our thinking sovereignty.” – Kari Zeller

“If you don’t use it, you lose it.” – Kari Zeller

“Operational vulnerability threatens what you do. Ontological vulnerability threatens your sense of who you are and your place in the world.” – Kari Zeller

“Leadership is about the co-creation of a future that matters and one that we’re not on a trajectory for.” – Kari Zeller

Ways to Connect with Kari Zeller:

Ways to Connect with Sarah E. Brown:

 

Full Episode Transcript:

(AI helped us put this together, so if you see any weird grammar or missed words—just know we nailed it during the actual chat.)

Kari Zeller

The more that the machine is framing and recommending, my accountability begins to diffuse. And I’m not so accountable for what’s happening. And there’s been a number of studies already showing that the more that I rely on the AI framing and recommendations, the less accountable I am for the consequences. And I’m more likely to have a bit of an end justifies the means approach.

Sarah E. Brown

Hello everyone. Welcome to the KTS Success Factor Podcast for Women, where we talk about challenges senior female leaders face in being happy and successful at work.

I’m your host, Dr. Sarah E. Brown. 

My guest today is Kari Zeller. She is literally a battle-tested leader. She is a U.S. Air Force combat veteran and founder and CEO of TGN Consulting. She brings transformative strategies from the battlefield to the boardroom, advising boards, CEOs, and senior executive teams across Fortune 100 companies, healthcare systems, retail, private equity, and governmental organizations. 

Her methodology focuses on actively aligning strategy, culture, and leadership to create coherence and clarity when the stakes are highest. 

She is the author of the book Re-placed, and that’s spelled RE-PLACED, Re-placed, Answering the Call of Leadership in the Age of AI. It provides a provocative and essential playbook for executives seeking to mobilize their organizations for a future shaped by AI, robotics, and quantum computing. 

And that’s what we’re gonna be talking about today. Rather than allowing people to be passively displaced by technology, Zeller champions a strategy of consciously re-placing ourselves to harness disruption, reimagine value creation, and ensure human-centric growth. 

And you can learn more about her at her website, karizeller.com. 

Welcome, Kari. 

Kari Zeller

Thank you. I’m so happy to be here. 

Sarah E. Brown

So explain the re-placed in the title of your book. Why is it spelled that way?

Kari Zeller

Yeah, yeah, it’s good. So, you know, to be replaced, and I think a lot of the conversation right now is, am I going to be replaced? And not only am I going to be, but people are being replaced in their jobs, right? And so, in that way, it’s more talking about being displaced, to be let go of, discarded. 

You know, either somebody else came in or The technology has made what I do obsolete or less efficient, maybe more costly. To be re-placed is to be placed again. Re is again. 

So that’s to move into a new place, a new context, a future in which my contributions, my relationships, the way I think, can add value. 

And so it’s the active work. It’s actually the antithesis of being replaced. It’s what future can I now find my place in? 

And place is also very specific. It’s a human condition that we’re always looking for our place. 

You know, my place in this. Where do I belong? Where can my contributions make a difference?

So that’s why the title.

Sarah E. Brown

And how did you get interested in this particular topic of what AI was going to do to us or enable for us or however you envision it?

Kari Zeller

Yeah. So for about 25 years now, I’ve been working in fairly large organizations, different sectors, in which we’re looking, how do we move, how do we mobilize ourselves and our workforces into a new direction? 

And that could come from, perhaps there was a merger or an acquisition. Maybe it was a big organizational restructure. 

You know, I worked a bit with the Pentagon, with a department in the Pentagon, shifting from counterterrorism to near-peer adversary. And it was a whole different war concept. 

And so how do we really shift our mindset and our skillset and our efforts, our strategy, our structures? How do we move in big ways and move large organizations? 

So I’ve always been in new futures. I’ve always been in rethinking who we’re going to be in this next future, in this next phase. 

When AI came along, it wasn’t just a new tool. It was and is shifting the very container of work itself, right? So work itself is where we often do find our place. And so I thought, you know, I’ve been in this kind of conversation massive change, human transition for a long time. And I think I can help. I think I can help this conversation. I think I can help us leaders navigate what we need to do next. 

And the more that I looked into it, the more I saw this is altering in many ways, you know, what it is to be human and what it is to lead and how we not just create value in our organizations, but also, you know, how are we going to educate our children? 

We really have to redefine our future here and we need to be accountable and responsible for defining that human future. And why did I get interested? 

Because I I think I can be a helper in that. You know, I think I have something to say and contribute. I don’t have all the answers, but I have some…some good questions.

Sarah E. Brown

How do you think your military background has informed how you have approached this topic from a research and a point of view perspective?

Kari Zeller

Well, in a few ways, you know, not only have I been in the thick of it in fairly complex situations in which you do have to mobilize an entire workforce, but perhaps, you know, when you linked the research piece, one thing that I learned in the military was that the critical intelligence often lived closest to the action. 

So people on the front lines, they see weak signals. They’re the ones who have to deal with the workarounds. They see immediate consequences. 

And often they have this information, this intelligence, long before it reaches all the way to the top. And part of the importance in a military endeavor is that we are making good decisions and that we’re getting the intel that we need. 

So how did that impact the research that I did is, you know, I didn’t want to impose my own categories of like optimism or fear on people. 

So I use something that we’ve used for a while, it’s called sense maker narrative research. And what we do is we actually, we use AI, not gen AI, but machine learning, in which we gather first person as lived experiences and insights and, you know, weak signals, strong signals throughout the entire enterprise so that those in the executive room and the boardroom can see these important, critical pieces of intelligence, but they have a way to bring it at scale. 

Now, that’s really different than like an engagement survey that gives an opinion on, do I like my leader? Do I not like my leader? Do I want to stay here? Do I not want to stay here? It’s a first-person, contextual, relational intelligence. 

And so I use that in this book. And I ask people what they were seeing. I’m asking people how they’re interpreting. I’m asking people the moves they’re making. And when you bring all of that together and you allow people to self-interpret, you actually can see a much more accurate landscape. 

And so that’s the way that we’ve always researched inside of organizations. So I use it in the book as well.

Sarah E. Brown

Okay. So you have a whole chapter entitled ‘The AI Possibilities of the Future’. What do you envision as potential AI future possibilities?

Kari Zeller

Anybody who tells you, you know, what’s going to happen, don’t trust them. 

But I, you know, there’s the possibilities are so vast. You know, the progress can be slow. It can be powerful, but manageable. Like a general purpose technology, I can see some of that. 

It can create more of an kind of augmented growth economy where, you know, humans and AI are working together and it could get pretty out of whack, right, in which we totally offload our thinking, our judgment.

In the book itself, I give three scenarios, and I’m not giving them like, these are going to happen, but it’s more, again, in my military background, you know, when you think about scenario planning and really being prepared for the range. 

And so in the book, I look at artificial narrow intelligence, and that’s the kind of intelligence most of us are playing with right now, right? And it does something very specific. It augments us, right? 

And that’s where most people are thinking at this moment, right? 

And then I look at artificial general intelligence, in which it’s managing systems beyond our comprehension. 

And maybe the human is just providing purpose or guardrails or some ethics. In that way, we’re losing apprenticeship. 

Sarah E. Brown

Don’t break into other people. Don’t hack other people’s systems. would be an example of a guardrail.

Kari Zeller

Right, right. But that starts to take on a lot more of the work itself. 

And, you know, the risks start being that I, you know, succession risk, like I don’t know how to judge what’s good or bad here. I’m not as accountable anymore. 

That starts to, the artificial general intelligence can start to already frame options. And then we kind of choose. 

And then I have kind of a, I think it’s a bit of a scary future, in which there’s like a super intelligence and it solves war and poverty and, you know, we never have to die. 

And I use AI, actually, to help generate some of these ideas. Humans become a protected species. Or protected or provided for, but freedom and creativity and culture and striving and authorship and meaningful contributions largely disappeared. 

Now, I’m not saying that’s what’s going to happen. I wrote those as provocations so that we can begin to look at and imagine, well, what is our place in these possible worlds so that we begin to take accountability for the choices and the risks that, you know, if we only look at AI as a tool, we’re not going to see those. 

So what’s not in the book in that chapter, but what the book is really about, is the kind of future that we author. You know, the one where, yes, computational intelligence, which is what AI is really good at, serves a net positive human future and human outcomes and that we ensure that we maintain our agency, our discernment, our judgment, which is a really important piece. 

I know people are saying it right now, but I’m not quite sure that people are understanding how important that is, and that we use AI in a way that amplifies the human contribution and vice versa.

Sarah E. Brown

You cite a danger in the book about, not so much about losing jobs, but about us outsourcing, my term, not yours, our thinking to AI engines. 

And why do you think that’s so dangerous? 

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Hi, this is Sarah Brown again, the host of the KTS Success Factor podcast for women. I hope you are enjoying this episode and gaining some tips and inspiration on how you can be happier, more successful and experience less stress at work. 

If you would like to learn more about how you can take control of your career and do it your way, visit sarahebrown.com. There you will be able to download a free chapter from my book, Let Your Personality Be Your Career Guide. It contains information and exercises on how you can identify your unique interests, strengths, and needs, and translate that into career goals that are just right for you. 

Now, back to this informative episode.

Kari Zeller

Well, yes. A couple places to look here. AI is phenomenal at inference. 

So, you know, it can tell us, given the available information, what’s likely, what’s predictable, what is probabilistic. 

Leadership requires us to make decisions that ask, given what matters, what are we going to commit to? We live with those consequences, right? 

So human beings care. AI doesn’t. 

And I don’t mean care like affinity or affection, although that relates, but more what matters? Where do I direct my attention? 

Care is how we engage in the world. It’s where we commit. And so why I start with that is if we start to give up our thinking, so the more that we offload our thinking into these tools, What happens is we stop practicing the thinking itself. 

So we stop practicing critical thinking, making trade-offs, living with the consequences, understanding complexity. 

So our judgment decreases. When our judgment decreases, when we become weaker at that, we become even more dependent on AI’s framing. 

Now, when we start to be more dependent and more of us do that, we now have a shared dependency on a particular framing, which causes our thinking to converge. 

Convergence narrows the variation. A narrowed variation narrows the opportunities for innovation, because innovation comes from variation. 

It also, the more that the machine is framing and recommending, my accountability begins to diffuse. And I’m not so accountable for what’s happening. 

And there’s been a number of studies already showing that. The more that I rely on the AI framing and recommendations, the less accountable I am for the consequences. 

And I’m more likely to have a bit of an end justifies the means approach. 

So there’s a couple things in that. One, I think we will reduce human intelligence, which is actually really different than machine intelligence. I think that’s an important thing that we understand, and it’s an opportunity for us to learn more about the human intelligence. 

If we offload that intelligence to the machine, we reduce the human intelligence, and things just kind of become about production and output. Our innovation decreases and we lose ourselves in that, right? 

So I always say we need to maintain our thinking sovereignty.

Sarah E. Brown

So I have a real fear that our educational system has fallen down dramatically in the last couple years in teaching kids critical thinking skills and teaching them to think about values. 

And I wonder if you’re seeing that and if that is just exacerbating the risks that we’ve got with the onset of AI.

Kari Zeller

Yeah, I am. And I have a 12-year-old at this moment. 

In fact, we moved her from a school that was all about critical thinking and into the public school system. It was her choice. It was just about having more social. 

Yeah, I think for a long time our education has been more and more oriented towards knowing the answer. And that’s not the skill we need, right? We need to know how to ask the questions. We need to understand context. not just content. 

I also am curious, you know, it’s pretty difficult when a society shifts so dramatically and so quickly to really prepare our children for that future and to know how to prepare our children for that future. 

And I think that, you know, education gets politicized, but I agree with you. You know, I’m not the education expert, but I am concerned about it. My daughter, I recently was at a conference in which we looked at the impact of screens on cognitive development. 

And after sharing with her the research, and she’s only 12, you know, she cares about her future brain. And so she gave up her iPhone in lieu of an Apple Watch because she could see herself really focused on those screens. Now, she goes into school. And she’s on a screen all day. And so one of the things that I think is important about this time and the opportunity is humans are really good at the lived experience. 

You know, we sense, we’re relational, we’re contextual, we’re embodied, we’re experiential, and we are values driven. 

And the more that we separate that from the education, the less we’re going to have access to the things that I think are going to be the most important in the future.

Sarah E. Brown

So switching gears now back to the woman who is in the workforce right now and is thinking about what the future holds for her, you have a concept in your book called ontological vulnerability. What does that mean?

Kari Zeller

Ontological vulnerability is different than operational vulnerability. 

So operational vulnerability threatens what you do. Ontological vulnerability threatens your sense of who you are and your place in the world. 

So the destabilization that people experience when change threatens not just what they do, but who they understand themselves to be. It’s when they do feel displaced. It’s when things that gave me a coherent place in the world become uncertain. 

I start to ask, well, what makes me valuable now? You know, how do I fit here? What kind of future do I have? Who am I if the thing I’ve built my identity around isn’t needed anymore? 

I first learned of this idea, and I go into it. There’s a whole chapter on it in the book. I first learned of this idea through Jonathan Lehrer’s book, Radical Hope, and he speaks of the Crow Nation. 

And, you know, I’m not an Indigenous history expert, but what I did learn from his book is when the buffalo started to disappear, It wasn’t just that, oh, we need to find a new source of food and warmth. 

It was that there was the whole, their way of life centered in so many ways around the buffalo, at least as articulated in his book. Ceremony, rites of passage, community. 

And so when the buffalo started to disappear, there was a certain kind of meaning and coherence of their world that also disappeared. And in many ways, I’ve been left with this question since I read the book more than 10 years ago. You know, what’s our buffalo? 

And I’ve been through all sorts of thoughts. When AI started to come up and disrupt work in so many ways, I thought, oh my gosh, is work our buffalo? It’s such a coherent place in which we build our lives, our futures, our identity, our achievement, our sense of worth. 

And so I believe that AI, and not just AI, but other exponential technologies, is making our way of life vulnerable. And it doesn’t mean that we’re helpless, right? 

In fact, it can be the beginning of a reinvention if we’re paying attention to it. And what I’m seeing right now is from a leadership implication, we’re not really paying attention to it. 

So we’re saying, OK, with my workforce, I need to get more information, training. Maybe I’ll reassure people they’ll have a place. 

But I think as leaders, we need to address this technology in a way as an existential threat in which we have to answer the questions. People have to be able to answer the question, you know, who can I become for themselves? That’s right. That’s right. 

And I think leaders have to be aware that this is a question that we all need to answer for ourselves and for others. And I don’t think leaders have that answer. But as we’re innovating and thinking about the future, we need to understand that this is much more than a tool adoption. This is like an identity transition.

Sarah E. Brown

Mm-hmm. And how would you counsel a woman who, because I’m speaking on this podcast primarily to women in the workforce, how would you counsel her to think about her identity in any one of these potential scenarios?

Kari Zeller

Yeah. Well, one, I think she’s got to separate her identity from her current role or her tasks. 

So many of us have found our identity in expertise, in productivity, but that really is in many ways expertise, productivity, knowing the answer. Those things are truly done faster, more efficiently, and less costly with AI. 

And so we have to start to look at, well, What else am I really providing here? What do I really fundamentally care about? What am I providing in relationships? What am I providing in the way I see and interpret what’s going on here? What am I providing in my presence alone? 

And then let’s start to learn, you know, do develop enough technological literacy, like understand the technology enough that you can begin to imagine or participate in those conversations. So we can’t really participate in a world that we don’t understand. 

I love wine. This is like later in life, I found wine. And, you know, I used to have red wine and white wine. That’s it. 

Then I started to understand distinctions in wine. You know, I understood tannins and I started to understand minerals and I began to, I now can participate in the world of wine in a way that I couldn’t before. 

Same thing with the technology is you do want to learn about it enough so you can participate in the conversations and you can invent and imagine. 

So part of this, you know, everyday woman’s value actually isn’t in knowing the answer, producing more. 

It may or may not be content expertise, but the history of all of these experiences, the ability to meet people where they are, the ability to imagine, to invent, to co-create, that’s where our value is going to be coming from.

Sarah E. Brown

I found in my practice that if I ask a woman, what would you love? She can’t answer the question. 

And I think to build on what you’re saying, that’s the question we all need to be living into right now is not necessarily answering it completely, but living into that question is what would we love? 

Because we just might get the opportunity to do it with the oncoming of AI. 

And I love your idea about separating your identity from what you do. That’s hard. It’s not something that’s going to happen overnight. 

Kari Zeller

And it’s hard to see it, right?

So one of the clients that we work with is a large restaurant company and restaurant schedules, shift schedules. I mean, that can take hours out of a person’s day or week. You know, a very experienced person, maybe it takes four hours, maybe a less experienced could take, I don’t know, 10, 12 hours. 

That’s the perfect place for AI to come in and make it more efficient and productive. 

Now, here’s this short little story. First pilot happened and the general manager, you know, they put all the inputs in. The general manager said, you know, within 15 seconds, that’s not going to work. Okay, now we think, right, now why? 

Because she knew, okay, these two people were dating and they just broke up. They’re not gonna be, that’s not gonna work, right? 

She knows that the shift leader just filled in for another shift leader, two shifts in a row, and she’s like burning out. She knows this person who’s not on the shift wants a promotion but hasn’t had the opportunity to do the difficult shifts yet. 

And if they don’t get those opportunities soon, they’re gonna go somewhere else. So the schedule itself took the AI like seconds to create, but that phrase, this won’t work, took 10 years to develop. 

Sarah E. Brown

Experiential wisdom. 

Kari Zeller

Experiential wisdom, but the opportunity for us to see that that is intelligence and wisdom, and that that is what she brings to the job. Right? She senses, she knows, she interprets. And humans have this embodied, it’s called tacit knowledge. We have that. 

And that’s something that AIs don’t have. It’s more explicit. So we also have to start to think, well, if we, going back to your other question, offloading our thinking, if we give so much of that away, those of us who have been in our work for a long time, we can say that schedule’s not going to work. 

But will the next GM be able to develop that same kind of intuition, right? 

So I do think it’s an opportunity for us. And as women, too, like how much does our intuition kind of get put to the side or our moods and our emotions, you know, those those carry so much information, right? 

Moods and emotions have so much information and it helps us navigate. But we’ve learned to put those to the side. 

So our hunches, we’ve learned to like, you know, if I can’t find the data, it’s not valid. And we put those to the side. But that’s where a lot of our value actually comes from as humans.

Sarah E. Brown

Okay, so again, speaking to the woman in the workforce who is likely to be impacted by this, you’ve told us advice to her. 

One is, if you can’t do it now, work on separating your identity from what you do. That’s step number one. 

Number two, learn enough stuff about the technology and your industry so that you can participate intelligently in what’s coming. 

Three, take stock of your assets, like your intuition, and use it to envision and start placing yourself in the potential possible scenarios. 

Are there other tips or advice you would give that I’ve missed so far?

Kari Zeller

Yeah, we spoke about, I think you got them really, that was really great. Protect your thinking sovereignty. If you don’t use it, you lose it. 

And the human brain wants to be really efficient, and it is, so we will take the path of least resistance. You have to protect your practice of thinking or you will lose it. 

So that’s something. And then I do really encourage, like, I like my book because I read it, but I do encourage you to read the book because there’s some pretty good examples in there. 

For example, one of my favorite movies, Hidden Figures, Dorothy Vaughan in that movie, you know, she was one of the… 

Sarah E. Brown

I’ll pause just a minute and tell my listeners about it just in case that they don’t know. 

So Hidden Figures is about the African-American mathematicians who did all of the underlying calculations for the first space flights. And they did it by hand. But the astronauts came to really rely upon them and their expertise. 

So anyway, I just needed to interject that for people that didn’t know about the movie. So go ahead.

Kari Zeller

Phenomenal movie to watch. By the way, my 12-year-old loves it, too. 

So it’s a good one for that age as well. So what you just said, they came to rely on them. They were human calculators. And then all of a sudden, these computers came in. right? 

And they were doing these calculations. Dorothy Vaughn, at least in the movie, I don’t know how long it took her, but at least in the movie, she saw the opportunity. 

And you can see in the movie that she, this is the perfect example of separating from the task and the role from what she really could contribute. She understood calculations, but she could learn and she moved herself and her entire team from human calculators or human computers to computer programming. 

You can also see it, you know, throughout her history, blacksmiths, They used to do horseshoes, and then the cars came along. Many of them started to see, okay, it’s not just about, now I’m putting the interpretation on retrospectively, but they said, look, it’s not just that I can do horseshoes, but perhaps my deeper contribution is transportation, keep people moving. 

So they became mechanics versus people who shooed horses, or you can see whole organizations, industries. 

So another example I bring in is Swiss watchmakers. They shifted watches from just a timekeeping device into an expression of heritage and identity and culture. 

So in the book, you start to see, OK, there’s a lot of examples here. And a lot of them center on what is the bigger contribution I’m making. 

And I’ve just learned one way to do that. In fact, now, could I be that committed to that contribution? And I can not only bring myself into that, but perhaps I can see, because I’ve now done some study, how I might use these new technologies to do that even better. 

The important thing is, what is that outcome or that possible future, that passion that relates to something that humans value. 

And you stay there and you can begin to see many different pathways.

Sarah E. Brown

So, Kari, is there a question that I should have asked you that I didn’t that would help my listeners think about their role in the future? 

Kari Zeller

Let’s see. You could have asked me maybe about, you know, why is this a leadership book?

Sarah E. Brown

Well, I feel like that’s a very good question, and I did not specifically address it on this podcast, but why is this a leadership book?

Kari Zeller

Leadership for me has never been a role. In fact, as I do executive coaching, I always tell the people at the top of the organization, man, you have a difficult condition to provide leadership in because people are always looking for you for the answers and they’re afraid of you and there’s all these power dynamics and that actually makes leadership difficult sometimes. 

Leadership is about the co-creation of a future that matters and one that we’re not on a trajectory for. 

Okay, so how do I actually co-create a future that matters, that departs from our current trajectory? 

And so that’s why this is a leadership book, is we are on a certain trajectory and many of us just kind of wind up in a future, you know, given by circumstances and happenstances. 

And it’s time for us to step up as leaders, not just in our roles, but in our families and ourselves to say, what future can I co-create? 

And I always say co-create because people are impacted by our leadership and what has people sign up for a future and to say, hey, I’m on to that is when they feel the agency and authorship, too. 

So this is a leadership book because it is a call for leadership. We need to step up as humans and to say, what kind of future do we want to create here? 

And we are not necessarily on the path. And not only do we want to create that future, that future matters to those that are impacted, right? To those who have to align, to those who have to perform in that future, to the various stakeholders. If I’m creating a future for my family, I’ve got to co-create that with my kids and my partners. 

And so this is a time for leadership for us to stand up and to say, ‘Hey, we’re going to design our human future and we’re going to figure that out’, right. And that’s why it’s a leadership book.

Sarah E. Brown

And that’s a great message to end on. So for all of you listening, I highly recommend the book, Replaced, Answering the Call of Leadership in the Age of AI by Kari Zeller. 

Kari Zeller

Thank you. 

Sarah E. Brown

Thanks for listening to the KTS Success Factor Podcast for Women. If you like what you are hearing, please go to iTunes to subscribe, rate us, and leave a review. 

And if you would like more information on how we can help women in your organization to thrive, then go to www.sarahebrown.com. You can sign up for our newsletter, read show notes and learn more about our podcast guests, read my blog, browse through the books, or contact us for a chat. 

Goodbye for now.

Sarah E. Brown
Sarah E. Brown