Your Team Is Anxious About AI. Here’s How to Talk to Them About It.SKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoGenerative AI|Your Team Is Anxious About AI. Here’s How to Talk to Them About It.SubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoGenerative AIYour Team Is Anxious About AI. Here’s How to Talk to Them About It. by Morra Aarons-MeleJanuary 20, 2026Adam Smigielski/Getty ImagesPostPostShareSaveBuy CopiesPrintSummary.   Leer en españolLer em portuguêsPostPostShareSaveBuy CopiesPrintDuring the pandemic, leaders learned that they had to figure out how to keep their teams gelled even when they had no idea what the heck would happen day to day. And many of us realized something beautiful: that showing a little more vulnerability and openness to the grey areas was exactly what our people needed. For a brief moment in time, leaders were allowed to talk about what they didn’t know.Morra Aarons-Mele is a workplace mental health consultant and author of The Anxious Achiever: Turn Your Biggest Fears Into Your Leadership Superpower (Harvard Business Review Press, 2023). She has written for The New York Times, The Wall Street Journal, O the Oprah Magazine, TED, among others, and is the host of the Anxious Achiever podcast from LinkedIn Presents.@morraamPostPostShareSaveBuy CopiesPrintRead more on Generative AI or related topics Leadership, Leadership and managing people, Mental health, Health and behavioral science and Personal ethicsPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

The article, “Your Team Is Anxious About AI. Here’s How to Talk to Them About It,” by Morra Aarons-Mele, addresses the widespread apprehension among teams regarding the increasing integration of artificial intelligence (AI) into professional environments. The core argument centers on the need for leaders to acknowledge and openly address the anxieties of their employees, a shift in approach that contrasts with the previously often-rigid and authoritative styles of leadership demonstrated during the COVID-19 pandemic. Aarons-Mele posits that the pandemic fostered a climate of vulnerability and honesty, enabling leaders to admit uncertainty and engage in genuine conversations about challenges. This openness, she contends, is now particularly crucial as AI rapidly transforms workplaces and introduces new levels of complexity and potential disruption.

Aarons-Mele’s central thesis is that teams are experiencing a significant anxiety stemming from a lack of clarity surrounding AI’s role, its potential impact on job security, and the fundamental changes it necessitates in workflows and skillsets. This anxiety isn’t merely an individual feeling; it’s a collective response, rooted in the feeling of being unprepared and uncertain about the future. The author emphasizes that many employees perceive AI as a threat, assuming it will automate their tasks, diminish their value, or render their skills obsolete. The piece skillfully recounts observations made during the pandemic, where a willingness to share discomfort and admit unknowns was viewed favorably. This acceptance of ambiguity served as a model for how leaders should navigate the current situation regarding AI.

The article highlights the importance of facilitating open dialogue, encouraging teams to voice their concerns without fear of judgment. Leaders, according to Aarons-Mele, should actively solicit feedback about AI’s implementation, actively listen to employees' fears, and honestly explain the rationale behind decisions. This includes transparency about how AI will be used, what the expectations are, and how the team’s roles will be affected. The author suggests framing discussions around the human element – focusing on how AI can augment human capabilities, rather than supplant them. This approach seeks to redefine the relationship between humans and AI, emphasizing collaborative potential rather than competitive displacement.

Aarons-Mele suggests a shift away from traditional leadership models that often involve dictating solutions. Instead, leaders should position themselves as guides and facilitators, helping teams to understand the possibilities of AI and to adapt to a changing landscape. This involves acknowledging that there are no easy answers and that the implementation of AI will be an ongoing process of learning and adjustment. The article implicitly criticizes a purely top-down approach to change management, arguing that a team’s active participation and emotional intelligence are essential for successful integration. Furthermore, the author advocates for a focus on building trust, recognizing that anxiety and apprehension are normal responses to significant and potentially disruptive technological advancements.

The argument is not simply about acknowledging anxieties; it’s about strategically re-framing the conversation around AI. Aarons-Mele’s prescription involves transforming fear into an opportunity for growth, by encouraging teams to develop new skills and adapt to new ways of working. By fostering a culture of vulnerability and open communication, leaders can help their teams embrace the challenges and opportunities presented by AI, ultimately building a more resilient and productive workforce. The central point revolves around the psychological impact of change and the deliberate application of emotional intelligence to manage it within a team setting.