DHR Global: ‘The strongest leaders don’t just allow AI use; they model it’

“Leaders future-proof trust by being consistent, not reactive, in how they adopt AI,” Jessica Bayer, Managing Partner of DHR Global’s Corporate Affairs and Communications Practice says. “That starts with setting clear guardrails early and sticking to them.”

Sitting down for an exclusive conversation with UNLEASH, Bayer emphasizes that conversations around AI are no longer theoretical – the technology is already reshaping how leaders show up, make decisions and communicate.

Leaders who aim to earn long‑term trust will therefore be the ones who approach AI with steadiness. 

Throughout the conversation, Bayer highlights the importance of responsible AI in leadership, explaining that it’s a defining competency that blends “transparency, accountability, and a willingness” to model the behaviors leaders expect from their teams. 

Navigating skills in an AI-driven world

As AI is becoming more embedded in the workplace, leaders and employees are left asking which skills are most important to cultivate now and which ones will remain relevant in the future.

For Bayer, the answer is simple: Focus needs to be on the skills that technology can’t replace. 

“Judgment, curiosity, and the ability to connect dots across functions matter more than ever,” Bayer explains.

“AI can speed up analysis and execution, but leaders still have to ask the right questions, challenge assumptions, and turn insights into decisions that make sense for the business, the culture, and the company’s reputation.”

She also cites trust-building as “critical.” 

This is because AI is reshaping how organizations “communicate, govern, and operate”, meaning leaders must be “credible storytellers” to explain not just what decisions are being made, but why. 

The final skill Bayer highlights is adaptability, as she explains that the strongest leaders aren’t threatened by AI, but they rather know “how to integrate it thoughtfully while keeping people, ethics, and long-term value creation at the center of their leadership approach.”

As a result, these leaders are “comfortable experimenting, learning quickly, and recalibrating” as technology evolves. 

Yet for leaders to ensure AI is adopted successfully, it must be integrated in a transparent and responsible way, because “it directly affects trust, productivity, and culture”. 

Bayer adds: “Every leader should be accountable for how AI is used within their function; not in the abstract, but in very practical terms.

“Transparency matters, which means leaders need to communicate how decisions are made and demonstrate how AI is being used to support people, not replace accountability. 

Trust is also built when employees see leaders apply the same standards to themselves that they expect from their teams, especially as the technology evolves.”

As a result, Bayer believes that AI should be adopted “in a way that aligns” with the organization’s “culture, values, and long-term goals”.

Part of this is assessing where the inefficiencies are, as well as noting how AI can help remove friction from administrative or repetitive tasks that are draining time and energy. 

“The strongest leaders don’t just allow AI use; they model it,” she says. “They are explicit about where AI is being applied, what problems it solves, and what it is not used for. 

“That clarity helps teams understand that AI is a tool to increase impact, not a shortcut or a threat. 

“In many ways, this is less about ‘transparency’ as a buzzword and more about visible, responsible leadership that demonstrates how AI can drive productivity while preserving accountability and judgment.”

However, Bayer warns that leaders also need to be wary of how they talk about AI. 

“Vague messaging around AI is beginning to backfire,” she cautions, particularly in the form of content overload and what many people now call ‘AI/work slop’ – high-volume, low-substance content that sounds polished but lacks real insight or experience.

Typically, this is because AI makes it easier to publish quickly, meaning more individuals are positioning themselves as ‘thought leaders’ in areas “where they may lack deep expertise”.

“For HR and business leaders, the risk is mistaking visibility for credibility,” Bayer adds. “A strong digital presence doesn’t necessarily translate to sound judgment, strategic depth, or the ability to operate in complex, real-world environments.

“Leaders need to dig deeper and probe for examples of decision-making to understand how someone has applied their thinking in practice. In an AI-driven environment, discernment becomes a leadership imperative, not a nice-to-have.”

‘The leaders who will stand out are those who use AI deliberately’

With AI’s ever-changing landscape within the workplace, leaders must be sure to balance transparency with uncertainty, without creating fear or panic among employees.

Bayer believes honesty and stability can be achieved by clearly distinguishing what is “still evolving” from what is “already decided,” and by “reinforcing that uncertainty is being actively managed, not ignored or deferred”. 

For example, leaders should demonstrate transparency by providing context as to why changes are happening, including outlining the principles guiding decision-making and communicating consistently so employees feel informed rather than left guessing.

Yet AI-driven communication can be overloading, which is why HR must not only understand why this is happening, but also ensuring steps are being made to prevent this from taking place.

Bayer defines the term “work slop” as “the flood of AI-generated messages, updates, and content that add volume but not value”. 

As a result, its content looks finished and professional, but it ultimately lacks “enough human judgment or a clear purpose” to be useful. 

“It’s important to note that work-slope often happens because many people are pressured to produce just to keep up with messages and tasks,” she highlights.

“Work-slop tends to show up in environments where speed and output are rewarded more than clarity and impact.”

She reflects that in many cases, workers use AI to “meet rising expectations for constant communication,” but unfortunately, it only creates “more material that others now have to read, interpret, and respond to”. 

The result is a cycle where people are generating work for the sake of volume rather than value. This matters for today’s workforce because it starts to drain time and attention. Instead of focusing on critical thinking, workers are spending energy producing and consuming low-signal content.

Leaders can take a number of practical steps to ensure AI enhances communication and reduces work slop. For example, by being intentional about when AI is used, ensuring it supports clarity rather than increasing volume. 

Leaders also need to be clear about where AI actually adds value,” Bayer adds. “AI works best as a drafting and synthesis tool, with human judgment applied to decide what is necessary, relevant, and actionable. 

“When senior leaders model restraint and prioritize fewer, higher-quality communications – AI becomes a force multiplier instead of a source of distraction.”

Sharing her concluding thoughts, Bayer suggests that leaders must “slow down just enough to be thoughtful,” yet they should be mindful not to “outsource leadership to technology” – or to confuse adoption with strategy. 

“Instead, be clear about what problems you’re actually trying to solve and where AI genuinely adds value versus where human judgment still matters most.

“The leaders who will stand out are those who use AI deliberately. This means setting clear expectations, putting guidelines in place, and modeling how this tech should be used on the day to day.”