A: I’ve been both a journalist and an entrepreneur, and I think those two roles are deeply intertwined. The media landscape has changed significantly, requiring constant adaptation. I grew up in a family of civil servants, which instilled in me a drive for public service. Over my career, I’ve become particularly interested in organizational culture—how workplaces impact individuals, families, and communities. At Charter, our mission is to help leaders build workplaces where people can thrive, recognizing that work has a profound societal impact beyond just business outcomes.
A: There are definitely patterns. At Charter, we focus on AI and work, flexible work, and inclusion—three of the most pressing but least solved challenges for leaders today. When you look at workplace leadership over time, certain models have consistently failed, such as command-and-control structures where leaders don’t acknowledge dissent or trust their teams. One leadership framework that resonates with me is adaptive leadership, as described by Ronald Heifetz at Harvard. Some problems have clear technical solutions, but many, like AI in the workplace, don’t. Adaptive leadership requires leaders to embrace uncertainty, support their teams through discomfort, and create space for innovation while ensuring emotional and psychological well-being.
A: AI is rapidly integrating into different aspects of work. On one hand, there are high-level projects optimizing supply chains and driving financial efficiencies. On the other, there are more personal applications—leaders using AI to assess their own communication styles, for example. Some executives, like Dan Shipper of Every, use AI tools to analyze their meeting transcripts and identify areas where they may be avoiding conflict. Similarly, Cisco has used AI-assisted mediation to resolve workplace disagreements. What’s fascinating is how AI is being used not just for operational efficiency but also to improve leadership and workplace interactions.
A: The most effective organizations approach AI as a cross-functional initiative.
AI is just a tool—it’s how you integrate it that determines its impact.
We’ve seen that Chief Human Resources Officers (CHROs) need to be deeply involved in AI adoption to ensure it supports workers rather than just driving cost savings. If AI initiatives are led solely by the technology team or the CFO without a talent strategy, they often fail. The reality is that most technology projects are ultimately people projects. Organizations that bring HR leaders into the conversation from the beginning are seeing the best results.
A: The research is clear: hybrid work—typically two to three days in the office—offers the best outcomes for both employers and employees. It provides the benefits of in-person collaboration while allowing flexibility. However, we’re seeing some organizations mandate full-time office returns, which often isn’t backed by data. One key issue is that leaders push for in-office presence under the guise of mentorship, but then fail to provide actual development opportunities. Employees end up commuting just to sit on Zoom all day. If companies truly value mentorship and apprenticeship, they need to be intentional about fostering those interactions rather than assuming proximity alone will create learning opportunities.
A: The 1970s and 1980s offer useful comparisons. In the 1980s, we saw major shifts in labor relations, with Reagan’s firing of air traffic controllers marking a decline in union power. That era also saw the rise of aggressive corporate leaders focused solely on shareholder value—often at the expense of human capital. Today, we’re seeing similar shifts with the federal government pushing for more in-office work and private sector employers following suit. But we know that workplaces thrive when they invest in talent, rather than just extracting value from employees. History shows that short-term, cost-cutting leadership often leads to long-term business harm.
A: Many companies remain committed to inclusivity, but they’re changing how they communicate about it. The legal landscape has made quotas problematic, but broader DEI initiatives—like mentorship programs, caregiver support, and pay transparency—remain effective and legally sound. A recent board.org survey found that while 90% of DEI executives said stakeholder support had not declined, 73% reported shifting their DEI messaging due to political pressures. Despite these challenges, inclusive workplaces remain a business imperative. Companies that fail to cultivate diverse talent pipelines risk limiting their access to the best people and ultimately undercutting their own success.
A: My biggest advice is to always pursue the path of greatest personal and professional growth. Early in your career, taking on challenging assignments may not seem immediately valuable, but over time, the accumulated experience differentiates you significantly.
Leaders who embrace continuous learning—especially with AI and other emerging technologies—are best positioned for the future.
I also believe that organizations thrive when they create better workplaces for their employees. Many leaders want to improve workplace culture but don’t know how. At Charter, we share research and case studies to help leaders build better workplaces that benefit employees, businesses, and society.
A: Absolutely. Charter is a future-of-work media and research company. Our free newsletter is the best way to stay up to date on our work, and you can sign up at charterworks.com. We also host events like the Charter Workplace Summit and Leading with AI Summit, where we bring together thought leaders to discuss the future of work. Edith, thank you for this conversation—our discussions are always thought-provoking, and I appreciate the opportunity to share insights with the Medley community.
