A Coach’s Perspective: The Power of Slowing Down in the Age of AI

For Sophie de Soras, Senior Executive Turningpoint Coach, artificial intelligence does more than redefine how we make decisions or produce work; it places an invisible pressure on leaders: the pressure to align themselves with the pace of a tool that knows neither fatigue nor doubt. With 14 years of experience in Human Resources at the Danone Group before dedicating herself to executive coaching and the teaching of coaching practices, Sophie brings valuable expertise on balancing performance with humanity.

She observes that this race for constant responsiveness can gradually erode what lies at the very heart of leadership: the depth of discernment. At the center of this civilizational shift, the Turningpoint community is engaging in deep reflection on the boundaries between technology and humanity. As we seek ways to move forward in this new digital era without losing our compass, one essential question has emerged: “Which human capability must leaders strengthen in order to thrive alongside AI?”

To shed light on this challenge, Sophie invites us to do something simple: slow down.

In a data-saturated environment, slowing down becomes a strategic necessity. It means creating the space required for discernment to emerge, for weak signals to be heard, and for the human dynamics that no algorithm can capture to be perceived. Where AI generates probabilities, the leader exercises judgment. Yet judgment requires time, presence, and the ability to hold complexity without yielding to constant urgency.

While AI excels at suggesting options, it remains incapable of assuming a decision. To decide is to accept responsibility, to arbitrate, and sometimes to set aside certain possibilities in order to prioritize others. Far from being a limitation, this act of renunciation forms the foundation of a clear vision. Setting boundaries therefore becomes an act of strategic maturity: it allows action to unfold within human time and shifts leadership from the mechanical management of urgency to the truly embodied guidance of an organization.

By encouraging leaders to rehabilitate the act of slowing down, Sophie is not advocating a return to the past. On the contrary, she is opening a path toward the future: a form of leadership capable of integrating technological power without being absorbed by it. More than ever, supporting this search for presence and discernment is essential to help leaders navigate this new digital era with clarity and purpose.