We live in times when global leadership seems to be concentrated in the hands of those who lead according to personal agendas—driven by ego, shaped by friendships, and grounded in absolute, biased worldviews.
A world in the hands of people who measure their strength, who proclaim themselves pacifists, yet show no respect for those who think differently. A world that needs a conciliatory perspective, but finds itself trapped in a black-and-white dialectic.
It seems we are always required to choose a side. Which side are you on? Why do I have to choose a side? Why do I have to wear that label? What if I only agree in part? What if I change my mind? No one survives the archive.
What is troubling is not only the lack of diversity in spaces of power—although a glance at any photo from major geopolitical negotiations or business forums is enough to confirm it—but something deeper: we are facing leaders who not only fail to allow different perspectives, but actively punish, demean, and discredit them. They create deeply unsafe environments for anyone who dares to challenge them or ask an uncomfortable question.
There are no honest perspectives, no space for encounter, for understanding ourselves as part of the same problem, for extending a compassionate view. Depending on which side we are on, we humanize or dehumanize the other. Communication shows us a reality, not necessarily the reality. And the more abstract the other person becomes, the harder it is to connect sincerely and genuinely, by recognizing our shared vulnerability—regardless of which side you are on.
And this has very real consequences. When facing the complex problems we will encounter—and of which we have no idea what they will be—we need diversity of thought, experience, and perspective. Diversity is not just about the inclusion of minorities; it is the essential input for innovation. When we shape teams and organizations made up of people who are all the same, from the same social background, with the same experiences, the moment a black swan appears, we will not have the tools to deal with it.
The biology of connection
There is something Simon Sinek explains brilliantly in his book Leaders Eat Last: human beings are the weakest species at birth. We are born completely vulnerable; we depend on others to survive. And yet, we managed to become the dominant species on Earth. How? Because we build networks. Because we are community.
We are biologically designed to be with others, to care for one another. Serotonin connects us with pride and a sense of belonging. Oxytocin is the hormone of transcendence, of love, of being part of something greater. These “social” hormones are what make us feel well, what allow us to create genuine bonds.
But today we live fixated on the dopamine of immediate achievement, instant validation, endless scrolling. And worse still: we are constantly releasing cortisol, the stress hormone that is triggered in situations of threat. When cortisol remains elevated, our ability to connect with others is inhibited. The constant discourse of division, the permanent sense of being under threat, makes it impossible to build networks of trust.
The leadership we need
According to the World Economic Forum, the skills that will be most needed by 2030 will be distinctly human: creativity, curiosity, emotional intelligence. Technical skills will be the first to be replaced by artificial intelligence. So why are we moving further and further away from what makes us unique?
The opportunity lies in returning to the tribe. Not the tribe of 2,800 “friends” on social media, but the original human capacity to create spaces where people feel safe, heard, and valued. Where they can be vulnerable without being punished. Where diversity of thought is seen as a strength, not a threat.
The world needs change. And in any process of change, the way leaders exercise their power is key. What is the intention behind their decisions and actions?
Leaders who understand this—that leadership is in service of the common good, with genuine concern for people’s lives—will be the ones with the tools to navigate the complexity ahead, under conscious leadership. Because when a crisis emerges that changes the rules of the game overnight, as the pandemic did, closeness to people, empathy, and diversity of perspectives become the only real competitive advantage.
We are all fallible; the key lies in intention. How transparent and sincere we are in our intentions determines our ability to acknowledge our fallibility, to connect with others, and to build long-term relationships. And in times when everything pushes us toward abstraction and distance, choosing genuine human connection is, perhaps, the most revolutionary act of leadership.
By Paula De Caro, Partner at Olivia.