Bringing Drama to the Business World

Through the Arts a New Leader Emerges

As the way we show up for work continues to evolve and companies navigate AI integration, hybrid work models, and unprecedented workforce expectations, the focus on employee wellbeing and mental health has become non-negotiable. I believe it will be nearly impossible for leaders who lack emotional intelligence to thrive in our post-pandemic, AI-augmented workplace.

The events of recent years have underscored the critical importance of employee engagement and authentic human connection—especially as we increasingly work alongside artificial intelligence and through digital interfaces. A highly operational model running on Lean Six Sigma efficiency and "this is how we've always done it" mentality may have been tolerated in 2019, but today's reality demands something entirely different.

Recent research consistently shows that approaching employees from a holistic perspective—supporting the whole person rather than just the worker—is no longer a nice-to-have but essential for organizational survival. Gallup's latest findings confirm: "People with thriving wellbeing simply do better in life. And companies with thriving employees do better business." This becomes even more critical as employees grapple with technology fatigue, hybrid work challenges, and concerns about AI's impact on their roles and relevance.

This transformation extends far beyond engagement programs and employee resource groups. It requires a fundamental shift in how leaders show up for their people daily—especially as human connection becomes more intentional in our increasingly digital world. While this sounds idealistic, what exactly does this look like in practical application? What are the expectations of the modern leader navigating both human needs and technological advancement?

Lessons from the Theatre: Leadership in Action

I recently had the pleasure of sitting down with Jack Tamburri, a theatre director and educator based in New York and Philadelphia, and graduate of the University of Chicago and the Yale School of Drama. Our conversation revealed striking parallels between leadership in the theatre and leadership in business.

As we explored the nuances of leadership in his industry, a new archetype of leader emerged—one perfectly suited for our current business landscape. Through his work and observations, Jack has adopted three core values that guide how he shows up every day: curiosity, collaboration, and vulnerability.

These principles aren't just relevant for theatre; they're essential for leaders managing teams that are part human, part AI-assisted, and entirely focused on creating meaningful work in an uncertain world.

1. Curiosity: The Foundation of Adaptive Leadership

Jack explained that building tolerance and appetite for unknowing is paramount to achieving work that truly matters. In our rapidly changing business environment—where AI capabilities evolve daily and market conditions shift weekly—this mindset becomes even more critical.

Early in his career, Jack brought traditional education and practical application to his work, yet quickly realized that to maximize his team's potential, he needed to develop genuine curiosity. "If you presume your initial idea isn't the best way to reach the outcome but is only the beginning of a process to get there, it compels you to listen authentically and makes you want to discover better ideas."

This perspective transforms leadership from directive to collaborative, which especially crucial when implementing new technologies or adapting to hybrid work models where the "best practices" are still being written. Jack believes curiosity naturally activates other desired leadership qualities without forced effort. "Without being interested in this space of unknowing, it's impossible to become something you're not already—you can't improve. Real curiosity requires vulnerability because not knowing is inherently vulnerable."

Modern Application: When introducing AI tools or new digital processes, curious leaders ask, "What might we discover?" rather than declaring "This is how it will work." They create space for experimentation and learning, recognizing that today's breakthrough solution may be obsolete tomorrow.

2. Vulnerability: The Courage to Lead Authentically

Vulnerability remains one of the most challenging leadership qualities to express, particularly in our performance-driven, always-on business culture. Society conditions us to build protective barriers around uncertainty, especially at work where we feel pressure to appear constantly competent and in control.

However, Jack doesn't believe sustainable success is possible without vulnerability, particularly in creative and innovative work. "In theatre, without the willingness to be vulnerable, there's little interest in watching a performer." He's experienced both approaches and shares, "When you make decisions opaquely, thinking it will simplify things, you lose something essential. Getting feedback—even if you don't make the decision your team wanted—makes them feel part of the process and works better 100% of the time."

This principle becomes even more relevant as leaders navigate AI implementation, where admitting uncertainty about technology's impact demonstrates authenticity rather than weakness. When I questioned the cost of bypassing vulnerability for speed, Jack replied, "Vulnerability is necessary because it's the only thing that will aid you when you hit a snag. If you can't be vulnerable, you better hope to never make a mistake."

Modern Application: Leaders who openly discuss their own learning curve with new technologies, acknowledge mistakes in hybrid work policies, or admit uncertainty about AI's impact create psychological safety that enables team innovation and adaptation.

3. Collaboration: Beyond Teamwork to Co-Creation

Collaboration has evolved from basic teamwork to sophisticated co-creation, especially as we integrate human intelligence with artificial intelligence. Jack emphasizes, "Nothing is possible without collaboration. Theatre is intensely collaborative, and the value of collaborating is fundamental to any movement toward meaningful work."

Initially, Jack struggled with collaborative leadership: "I had experience proposing extravagant visions, but I didn't understand how to work with actors in the moment and cultivate their personalization of the situation we were trying to create. I didn't understand what they needed from me."

His breakthrough came when he recognized the need to examine and change his leadership persona. "I had to really examine the persona I brought into work sessions and change the interpersonal contract. I had to be authentically trustworthy rather than someone who was simply declarative."

This insight proves especially valuable in today's workplace, where teams must collaborate not only with each other but also with AI systems, remote colleagues, and digital workflows. Jack defines leadership confidence as "the ability to genuinely listen to someone else while remaining open to the possibility of change."

Modern Application: Leaders who facilitate collaboration between human creativity and AI efficiency, who create space for both digital natives and technology newcomers to contribute, and who remain open to completely reimagining processes based on team insights.

The Path Forward: Leading Through Uncertainty

As we navigate an era where artificial intelligence enhances human capability and hybrid work redefines connection, these principles from a director of theatre offer a roadmap for authentic leadership. The leaders who will thrive aren't those who have all the answers about AI or perfect hybrid work policies, but those who approach uncertainty with curiosity, engage with authentic vulnerability, and foster true collaboration.

There is always space to improve. We can bring out more in others by bringing out more in ourselves. As recent years have shown us, our plans and seemingly unchangeable truths can be shattered instantly. A genuine approach to others and openness to change allows us to shift from reactive to proactive states while maintaining a growth mindset essential for navigating technological disruption.

If we can learn to practice curiosity about emerging technologies, vulnerability about our limitations, and collaboration that honors both human wisdom and artificial intelligence capabilities, perhaps everything else will fall into place.

The stage is set. The question is: are you ready to step into this new role?