Sherry Heyl - Idealist

09/02/2026

One lesson I've learned after years of helping organizations navigate change is that people aren't naturally resistant.

They're human.

When someone pushes back, it's usually because they're trying to protect something that matters to them: their identity, their expertise, or their sense of purpose.

That perspective has become even more important as organizations adopt AI.

The conversations that create momentum aren't about convincing people to accept new technology. They're about helping people see where they fit in the future.

I wrote more about that here. I'd love to hear whether you've experienced this in your own organization.

Last week, I argued that organizations aren’t machines. They’re living systems made up of people, relationships, habits, and history.

09/01/2026

I had three very different conversations recently with Dr. Vicki Wright Hamilton, Alan Boyer, and Benny Lee. One theme kept showing up.

AI is changing the work, but who is developing the workforce?

We keep talking about AI skills, but knowing how to use the technology is only part of what people need. They also need judgment, curiosity, adaptability, creativity, initiative, and the ability to question what AI produces.

Employees have responsibility for continuing to develop themselves. But leaders have responsibility too.

If a business strategy depends on people having capabilities they do not have today, developing those capabilities has to become part of the strategy.

That is the question I explore in this article: AI Is Changing the Work. Who Is Developing the Workforce?

I host a podcast, "Navigate Change. Amplify Potential.

08/31/2026

One of the things I enjoy most is standing in front of a room full of leaders and watching the moment when a conversation shifts from fear of change to curiosity about what's possible.
The conversations around AI, leadership, and the future of work are moving so quickly that many organizations are looking for practical guidance instead of more hype.
That's exactly why I continue speaking.
Whether it's an executive retreat, leadership conference, association meeting, or company event, my goal is always the same: help people leave with ideas they can actually use.
If you're planning an event or know someone who is, I'd love to connect.

Book Sherry Heyl for keynotes and workshops on change leadership, AI integration, workforce transitions, trust, and the future of work.

08/28/2026

“If we stop being curious, we stop being useful.”

I’m increasingly interested in what its capabilities will require us to become better at doing.

Curiosity. Anticipation. Judgment. Collaboration. Asking better questions.

AI can process enormous amounts of information. It can identify patterns and recommend what to do next. But someone still has to wonder whether there is a better question to ask.

That may become one of the most valuable skills we can develop.

According to Kulkarni, a longtime technology executive and Chief Strategy and Information Officer at Virima, the answer comes down to learning how to think differently.

08/27/2026

I've spent more than 20 years helping organizations navigate change, and if there's one thing I've learned, it's this:

The technology is almost never the hardest part.
People don't resist change because they dislike innovation. They resist when they don't understand where they fit or feel like change is happening to them instead of with them.

That's why I'm so passionate about helping leaders build organizations where people are included in shaping what's next.
AI is changing the way we work, but leadership is still about helping people move forward together.

https://amplifiedconcepts.com/about/

08/26/2026

One of my favorite parts of hosting conversations is hearing how people's definition of success changes over time.

Early in our careers, success often means promotions, titles, and proving ourselves. Later, many of us begin asking different questions.
Am I doing work that matters?

Do I have the freedom to choose how I spend my time?
Am I building something that reflects who I've become?

That's exactly where my conversation with Stacy Sutton went.

We talked about portfolio careers, consulting, creativity, multiple income streams, and why AI is giving many professionals permission to rethink what's next instead of simply climbing the next rung on the ladder.

I'd love to know...
Has your definition of success changed over the years?

https://www.youtube.com/watch?v=YG7JTiog8JE

08/25/2026

Twenty years ago, I found myself in a debate I still think about today.

A group of incredibly smart people argued that if you gave employees the right collaboration technology, they would naturally change the way they worked.
I disagreed.

People change when they understand, trust, and choose a different way of working.

Looking back now, I realize we weren't debating technology at all.
We were debating whether organizations behave like machines or like living systems.

In my latest article, I explain why I believe one of the biggest assumptions in change management has held organizations back for decades, and why AI is exposing that flaw faster than ever.

I'd love to know whether this resonates with you. Have you seen organizations try to manage change as if people were simply another process to optimize?
Read the article here:

Years ago, I spent hours in an online forum with a group of smart, opinionated people trying to figure out what Enterprise 2.0 meant for the future of work.

08/24/2026

When I think about the kind of work I want to do and the clients I want to work with, I keep coming back to these values.

Innovation. Collaboration. Agility. Empowerment. Sustainability. Continuous growth.

They influence how I listen, challenge assumptions, adjust when new information emerges, and involve the people who will ultimately carry the work forward.

For my clients, that means I'm not interested in arriving with a predetermined answer or creating dependence on me. I want us to build something together that fits their organization and continues creating value after my engagement ends.

Success isn't simply delivering the work. It's leaving the client stronger and better prepared for whatever comes next.

08/21/2026

What is the difference between personal AI productivity and organizational AI capability?

Employees are experimenting, creating their own workflows, and finding better ways to get work done. I see that as something leaders should learn from, not shut down.

But there is a tipping point. When everyone has different tools, different assumptions, and different ways of working, individual productivity can create organizational fragmentation.

The leadership opportunity is to find what is working at the individual level and create the structure to learn from it, secure it, share it, and scale it.
https://sherryheyl.substack.com/p/shadow-ai-isnt-just-a-security-issue