Automation is everywhere. Self-checkout lines, chatbots, self-driving cars, stale LinkedIn posts, AI generated images that symbolically represent a distinction between machine automation and organic humanity (See what I did there? 😁). Technology is exponentially taking over tasks that once required human effort. For the most part, I’m a huge fan. It’s efficient, scalable, and revolutionary. So revolutionary, in fact, that the days we’re living in right now are being referred to by some as the Fourth Industrial Revolution (Schwab, 2016). But with all the buzz about automation, there’s something we can’t afford to overlook—so much about what makes us human simply cannot be automated.

As leaders, this truth is more important than ever. We are not machines, and neither are the people we lead. Leadership isn’t just about processes and efficiency; it’s about relationships, emotions, and choices. No algorithm can replicate the depth of human connection, the courage of accountability, or the resilience of a team that chooses to show up for each other every day.

The Myth of Emotional Control

One of the most pervasive myths in leadership—and in life—is that people can make us feel a certain way or that we have the power to make others feel a certain way. But the reality is that emotions are neutral. They are responses to events, shaped by our thoughts and experiences. While we can influence an environment, we cannot control someone else’s emotions—nor can they control ours.

I was first introduced to this idea through the Process Communication Model (PCM) (Kahler, 2008), which helped me understand that emotions don’t dictate behaviors—our choices do. PCM revealed how different personality types experience stress, communicate, and interpret the world, reinforcing the idea that while emotions are valid, we always have control over how we respond. This realization was further strengthened when a friend introduced me to Functional Fluency’s Power of Choice model (Temple, 2020). The simplicity of this model is profound: Events trigger thoughts and emotions, but our responses don’t have to be automated by them. In other words, we are not at the mercy of our emotions; we decide how to act.

This concept aligns with the second domain of emotional intelligence—Self-Management—as defined by Goleman (1995), which is critical for effective leadership. AI can analyze data, predict outcomes, and even mimic conversations, but it cannot exercise self-discipline, show restraint, or choose to lead with integrity in the face of emotional triggers. That is uniquely human.

Leading with Awareness and Choice

In an automated world, what sets great leaders apart? It’s their ability to navigate emotions with intention. Here’s how:

• Recognize the Trigger, but Own the Response – Just because an event evokes a feeling doesn’t mean that feeling has to dictate your action. Pause. Process. Choose.
• Create Space for Thoughtful Leadership – AI can crunch numbers, but it can’t foster trust. Take the time to be fully present with your team.
• Encourage Others to Own Their Choices – Empower your team by helping them see that while emotions are valid, they don’t have to drive behavior.

The Future of Leadership in an Automated Age

As AI and automation continue to evolve, the demand for deeply human leadership will only grow. The best leaders won’t be the ones who can outpace machines but the ones who can do what machines cannot—connect, inspire, and lead with choice.

I don't think we need to fear automation (At least not until we're iRobot level...). Instead, let's double down on what makes us uniquely human. When we embrace the power of choice, we lead beyond automation—and into something far more powerful.

References:

• Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Kahler, T. (2008). The Process Communication Model: The Key to Understanding People. Kahler Communications.
• Schwab, K. (2016). The Fourth Industrial Revolution. Crown Publishing Group.
• Temple, S. (2020). Functional Fluency and the Power of Choice. Functional Fluency International.