Al's background and career path

What if the real challenge with AI is not the technology, but how humans respond to change? In this episode, Jason Averbook sits down with Al Dea, Founder of The Edge of Work, to unpack what talent, learning, and HR leaders are really experiencing as AI, transformation, and constant change collide in today’s workplace. Drawing from dozens of deep conversations with senior talent and learning leaders, Al shares what is top of mind right now. From change fatigue and fear, to middle manager overload, to why most organizations are using AI for efficiency instead of redesigning work itself. They explore why humans are wired to survive rather than thrive during change, why mindset matters more than tools, and what leaders must focus on to build resilient, human-centered organizations in an AI-driven world. This conversation goes beyond hype to examine leadership, agency, curiosity, and the deeply human skills that will matter most as work continues to evolve.

Highlights:

• Why organizations feel overwhelmed even if change is not actually new
• How human survival instincts shape resistance to AI and transformation
• The hidden cost of constant change and why ambiguity makes it worse
• Why most companies are using AI for efficiency instead of rethinking work design
• The overlooked role of middle managers in driving real change
• Why reskilling often misses the point in an AI-powered workplace
• Fear versus agency and how leaders choose to play not to lose or play to win
• The deeply human skills that AI cannot replace but can amplify
• What leaders must unlearn to build more adaptive and human organizations

Guest:

Al Dea is a Talent, Leadership, and Workplace Executive Coach, Speaker, and Facilitator who is passionate about helping leaders build organizations that grow their people and bring teams together to achieve meaningful business outcomes. He is the Founder and Owner of The Edge of Work, a leadership development consulting firm that partners with organizations to address critical people and workplace challenges, including leadership development, manager effectiveness, team performance, and upskilling power skills such as influence, emotional intelligence, collaboration, communication, and career management.

Al’s mission is to inspire leaders to build better and more human companies that unlock the potential and performance of their people. He does this by advising leaders on workplace trends and delivering leadership training that helps employees navigate and thrive in today’s rapidly changing world of work.

Previously, Al worked at Salesforce and Deloitte Consulting, where he helped Fortune 500 companies drive organizational transformation through digital technology. His insights have been featured in publications such as The Wall Street Journal, MIT Sloan Management Review, Time, Fast Company, Inc Magazine, and The World Economic Forum.

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Substack: https://substack.com/@jasonaverbook X: https://x.com/jasonaverbook LinkedIn: https://www.linkedin.com/in/jasonaverbook Instagram: https://www.instagram.com/jasonaverbook YouTube: https://www.youtube.com/@nowtonextwithjasonaverbook Facebook: https://facebook.com/jasonaverbook

Follow Al Dea:

LinkedIn: https://www.linkedin.com/in/itsaldea/

(0:00) Introduction (4:01) Family Influence and Parenting Philosophies (7:29) Solopreneurship and Industry Impact (8:39) Conversations vs. Surveys in Organizational Change (11:47) Change Management and Human Instincts (16:31) Navigating Information Overload (19:02) AI: Automation vs. Work Design (20:58) Organizational Challenges and Middle Management (24:11) AI Integration and IT's Role (25:36) Reskilling in the Age of AI (27:24) Bridging IT and Talent Departments (28:30) Upskilling for an AI Future (30:34) Addressing Fear of Obsolescence (33:08) Embracing Change and Upskilling (35:18) AI's Impact on Personal Productivity (37:34) The Human Element in Business (41:38) Future Skills: Curiosity, Trust, Discernment, Agility (42:02) Al Dea's Focus on Developing Leaders (43:19) The Role of Curiosity in Change (44:35) Closing remarks