Next‑generation IT leadership demands more than technical know‑how; it requires a blend of curiosity, humility and the ability to earn trust across an organization that is increasingly driven by AI and data.
Curiosity and the “why” factor
In a recent interview on the Tech Whisperers podcast, former Verizon chief information officer Jane Connell emphasized that asking “why” is the core of modern technology leadership. “What do we need to do and why do we need to do it?” she said, describing a mindset that looks beyond automating familiar processes to uncover unknown opportunities that AI can reveal.
Connell argues that AI does not simply execute preset rules; it identifies patterns that can reshape business models. Leaders must therefore develop an instinct for interpreting those patterns, questioning whether the algorithms are biased or erroneous, and deciding how to act on the insights they generate.
She notes that entry‑level roles traditionally used to teach that “why” through hands‑on experience are disappearing, replaced by AI‑driven workflows. “Future leaders are not going to have that experience,” she warned, urging new managers to build knowledge by constantly probing the rationale behind automated decisions.
Humility, followership and human connection
Humility, according to Connell, is a practical asset. “You don’t know everything, but you’re going to learn it,” she said, adding that effective leaders must engage directly with people rather than rely on hierarchical charts. This focus on workforce structure over organizational structure reflects a shift toward collaborative processes powered by AI.
Followership—getting people to want to work with you—will replace traditional authority. She believes that trust, integrity and credibility are the new currencies of influence. “People want to follow you when they trust you and see that you’ll take them to a better place,” she explained.
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In practice, this means leaders must be prepared to own accountability, signal problems early and maintain a relentless focus on results, even when the message is uncomfortable.
One practical implication of Connell’s approach is that emerging IT managers will need to become comfortable handling both structured and unstructured data. Access to data remains a competitive edge, and the ability to merge disparate sources for AI models is a skill that bridges technical expertise with business insight.
For rising leaders, she recommends confronting imposter syndrome head‑on. Identifying the specific sources of discomfort, seeking trusted mentors, and pursuing credentials that address perceived gaps are key steps. “Feedback is a gift,” she said, emphasizing that it should be viewed as a business tool rather than a personal critique.
When teams feel empowered to ask questions and when leaders model transparency, the organization can handle the volatility of AI‑driven change more confidently.
Trust drives the future of IT.
