by Atiya Sheikh | Nov 26, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, General Managers, Heads of Divisions, Human Resources (HR), Leadership Development, Managing Directors, Middle Managers, News & Articles, Non-Executive Board Members, Senior Managers, Women Leaders
Facial analysis and behavioural AI in hiring: what it means for fairness, bias, and whether algorithms should influence decisions. Should they influence decisions? A provocative look at fairness, ethics, and the risk of replacing judgement with algorithms
A leadership dilemma that is emerging quietly
A growing number of technology platforms now claim they can analyse a candidate’s facial expressions, micro-movements, voice tone, eye focus, and behavioural signals to predict suitability for a role. Some claim to detect confidence. Others suggest they can assess emotional reliability. A few even imply they can identify leadership potential.
The question many leaders are beginning to ask is not whether this technology works, but whether it should be allowed to shape decisions that define someone’s future.
The appeal of certainty in an uncertain hiring landscape
Hiring has always involved uncertainty. Leaders have relied on interviews, CVs, intuition, references, and observation, only to discover strengths or limitations later.
It is tempting to believe that AI can remove doubt, reduce risk, and eliminate bias. The promise sounds compelling. Data feels objective. Algorithms feel neutral. Technology feels precise.
Yet here is the truth that many overlook. Facial analysis does not measure competence. It measures conformity to the patterns of those who designed and trained the system.
The human cost hidden beneath efficiency
If facial interpretation becomes a hiring gatekeeper, who gets excluded?
- What about those who are neurodivergent?
- What about cultural differences in posture, tone, or eye contact?
- What about candidates whose thoughtful expression reads as serious?
- What about individuals whose anxiety masks capability?
A system can quietly conclude that someone lacks confidence, warmth, or leadership presence, even if none of it reflects reality.
Technology can measure movement, but it cannot recognise humility, integrity, courage, empathy, or strength of character.
The myth of bias-free technology
AI is often presented as objective. But every dataset reflects the preferences, assumptions, norms, and demographics of the humans who built it.
- If historic hiring rewarded extroversion, the system will reward extroversion.
- If leadership has been modelled on a narrow profile, the algorithm will reproduce it.
- If certain faces have held power, those faces will be scored as more suitable.
Technology does not remove bias. It automates it. And it scales it.
Why leaders are vulnerable to adopting these tools now
Workforces are stretched. Talent shortages are real. Time to hire is under pressure. Boards want certainty. Regulators demand fairness. The cost of a hiring mistake feels higher than ever.
In moments of pressure, leaders are most likely to outsource judgement. But outsourcing judgement comes with a price. Once leaders surrender discernment, they surrender humanity in the process.
What hiring is truly about
Hiring has never been simply about selecting skills. It is about understanding potential. It is about recognising values. It is about sensing maturity, adaptability, resilience, and capacity to grow. It is about reading the person, not the face.
Leadership development is a human discipline. It requires human interpretation.
A more responsible path forward
Technology can support hiring, but it should never replace the leader’s ability to see the whole person.
There are three grounding questions that help leaders stay anchored.
- Is this technology enhancing fairness or disguising bias behind complexity?
- Is it improving insight or relieving leaders of uncomfortable responsibility?
- Is it honouring human dignity or reducing individuals to data points?
If leaders cannot answer confidently, the organisation should pause.
Facial analysis in recruitment may appear modern, efficient, and scientific. Yet beneath the surface lies a profound risk to diversity, fairness, and the essence of what it means to recognise talent.
Here is a question worth asking in any senior leadership conversation.
If your early career had been judged by an algorithm reading your face, would you be where you are today?
And here is the insight that stays with people long after the conversation ends.
The future of hiring should not be shaped by how a face is interpreted, but by how a leader recognises potential in another human being.
Leaders who understand this will build organisations that perform strongly, decide wisely, and remain unmistakably human.
The Right Conversation Can Change Everything. Let’s Talk.
by Joy Maitland | Nov 26, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, General Managers, Heads of Divisions, Human Resources (HR), Leadership Development, Managing Directors, Middle Managers, News & Articles, Non-Executive Board Members, Senior Managers
How leaders navigate constant exposure, scrutiny, and the loss of privacy in the workplace
A new and largely unspoken leadership pressure
There was a time when a leader could close a door, walk down a corridor, or switch off for an hour without consequence. Today, visibility follows leaders everywhere. A neutral facial expression on a video call becomes a topic of speculation. A delayed reply becomes a sign of concern. A brief moment of quiet becomes an invitation for others to fill in a narrative.
Many leaders now say the real work is not leading the organisation. The real work is managing how the organisation interprets them.
This is not about ego. It is about the psychological weight of being continuously observed.
When visibility becomes a form of surveillance
Leaders tell us they feel they are always performing, that they cannot arrive tired, thoughtful, distracted, or simply quiet. Someone will read into it. Someone will attach meaning. Someone will whisper a conclusion.
A leader enters a meeting and someone asks if they are upset simply because their expression is neutral. Another speaks less in a discussion and is told their silence felt ominous. A third declines a social gathering and rumours begin about organisational tension.
The higher a leader rises, the less freedom they have to simply be a person.
Visibility has stopped being a stage for influence and has become a space where leaders lose the right to be human.
The hidden consequences that reshape leadership
Constant visibility affects decision-making because leaders begin to choose what will be perceived well rather than what is right.
- It affects authenticity because leaders edit themselves before speaking.
- It affects confidence because self-belief becomes tied to interpretation.
- It affects wellbeing because there is nowhere to be unobserved.
Here is the deeper truth. Constant visibility rewires leadership behaviour more than any organisational policy.
Leaders are not burning out from workload. They are burning out from being watched.
Why this pressure has intensified now
Digital communication has amplified micro-signals. Facial cues, tone, eye movement, posture, response speed, and emotional expression are now studied in real time by teams who are also under pressure and seeking certainty.
Leaders are being evaluated on presence, composure, warmth, and accessibility, often before outcomes are even considered.
This creates a leadership environment that feels like a spotlight without a switch. Humans are not built for perpetual exposure, yet leadership now demands it by default.
The leadership paradox no one resolves aloud
- People want leaders to be authentic but never too emotional.
- Confident but never forceful.
- Visible but never dominating.
- Approachable but never vulnerable.
- Composed but still relatable.
So leaders perform a calibrated version of themselves. Performance replaces presence. And performance is exhausting.
How leaders reclaim space without retreating
- There are ways to protect personal energy while strengthening leadership impact.
- Choose intentional visibility rather than constant accessibility. Being reachable is not the same as being available.
- Create breathing room. A moment before responding can change tone, clarity, and outcome.
- Say out loud that reflection is required. It normalises thoughtful leadership.
- Allow others to step forward. When leaders speak less, teams grow more.
- Establish boundaries as a cultural norm. People learn how to treat leaders from what leaders accept.
The unexpected benefit of stepping back
When leaders reclaim space, teams stop analysing the leader and start engaging with the work. Meetings become purposeful. Conversations become cleaner. Performance becomes owned rather than observed.
Visibility becomes powerful again because it is chosen, not constant. The burden of constant visibility is rarely acknowledged, yet many leaders feel it deeply. The scrutiny. The performance. The emotional exposure.
Leadership today requires both presence and protection. A leader who is always in the light begins to fade.
Here is a question worth exploring with a colleague or fellow leader:
When was the last time you were able to lead without feeling watched?
And here is the sentence many will quietly agree with but never say aloud:
Leaders are carrying the weight of being observed, not just being responsible.
The leaders who thrive will be those who learn to step forward with intention and step back with confidence, without losing themselves in the glare.
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Oct 24, 2025 | Board Trustees, CEO, CFO, COO, CIO, General Managers, Heads of Divisions, Non-Executive Board Members, Senior Managers
As artificial intelligence reshapes business, the real question is no longer can we innovate but should we? Let’s explore what ethical leadership looks like in the age of AI — and why integrity may be your organisation’s most powerful differentiator.
Let us start with a question
How many leadership conversations about AI begin with excitement and end with uncertainty? We talk about efficiency, automation, and scale. But somewhere in the middle, a quiet question emerges: “Are we sure this is right?” That question rarely makes it to the PowerPoint. Yet it is the question that will define the next generation of leaders — those who understand that innovation without integrity is unsustainable.
The tension every leader feels right now
If you lead a business today, you are probably under pressure to innovate faster than ever. Clients expect it. Investors demand it. Competitors flaunt it. But innovation is no longer just a technological race; it is an ethical one. Every decision — from how we use data to how we automate — touches human lives in visible and invisible ways. The hard truth? Moving fast is easy. Moving fast and responsibly is leadership.
The real cost of “move fast and break things”
It sounds clever until it is your brand’s reputation, your employee’s job, or your customer’s privacy that breaks. Organisations have learned this lesson the hard way: algorithmic bias, data misuse, over-reliance on automation. It is not malice; it is momentum — innovation running faster than reflection. And when trust is lost, no technology can restore it.
What ethical leadership looks like in practice
It is simpler and harder than we think.
- Ask the purpose question early. Why are we doing this? Efficiency is good, but is it right?
- Keep humans in the loop. Technology should enhance judgement, not replace it.
- Make ethics visible. Discuss it in board meetings, team briefings, and reviews.
- Reward integrity. Celebrate those who raise uncomfortable but necessary questions.
A conversation that belongs at the top table
Ethical leadership is not the compliance team’s job. It is the leadership team’s shared responsibility. When ethics is treated as an afterthought, we react. When it becomes part of strategy, we lead. Imagine every innovation meeting starting with one simple question:
“If this goes perfectly well, who benefits — and who could be left behind?”
That question reframes risk, fairness, and impact better than any policy ever could.
The human side of innovation
Behind every algorithm sits a set of assumptions — written by humans, shaped by culture, and amplified by systems. That is why ethical leadership begins with self-awareness. Leaders who understand their own values and biases make wiser choices. They build cultures where teams feel safe to ask, “Is this the right call?” rather than, “Will this hit the target?”
The shift from rules to conscience
Ethical frameworks are useful, but conscience is powerful. Regulations prevent wrongdoing; values inspire right-doing. And in an age where AI can replicate skill but not judgement, conscience is the leader’s competitive edge.
A closing reflection
We used to ask: Can we do it? The more urgent question now is: Should we — and how? As innovation accelerates, so must our capacity for reflection. Leaders who balance speed with integrity will define what responsible innovation truly means. So, next time your team celebrates a new digital breakthrough, pause and ask:
“What would integrity look like here?”
That single question might be your most important innovation this year.
The Right Conversation Can Change Everything. Let’s Talk.
by Joy Maitland | Mar 1, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Managing Directors, News & Articles, Non-Executive Board Members, Senior Managers
Bold ideas and visionary leaders may capture headlines, but real organisational transformation emerges from the intricate web of new and evolving relationships.
Embracing Complexity: A Smarter Approach to Business Transformation
Transformation is often framed as a bold vision driven by senior leadership, executed through structured plans. Yet in today’s volatile business environment, this approach falls short. Real change does not come from rigid strategies but from the interplay of relationships, systems, and emerging opportunities. Leaders who embrace complexity rather than resist it will unlock new levels of agility, adaptability, and innovation.
The Flaw in Traditional Transformation Thinking
Many leaders assume transformation is best achieved through top-down control—a defined roadmap with clear milestones. While structure has its place, this approach underestimates the reality of complex organisations: change is non-linear, unpredictable, and shaped by countless interactions across teams, departments, and stakeholders.
Relying solely on executive directives often leads to missed opportunities and resistance. Employees on the front lines understand operational challenges and customer needs in ways that leadership alone cannot. When transformation efforts engage diverse perspectives and allow adaptive decision-making, organisations become more resilient and responsive.
Why Complexity is an Advantage
Businesses today operate in interconnected systems—supply chains, markets, and workforces that evolve continuously. Attempting to control every variable is futile. Instead, leaders should focus on enabling conditions where change can emerge organically.
A company that integrates feedback loops, cross-functional collaboration, and iterative learning creates agility at all levels. This allows teams to pivot when faced with unexpected challenges rather than being constrained by rigid plans. Complexity is not a barrier; it is a source of strength for organisations that build adaptability into their culture.
Leadership: From Control to Enabling Change
Effective leaders in complex environments shift from directing to empowering. Instead of imposing a fixed agenda, they:
- Set a clear vision, but allow flexibility in execution
- Encourage open collaboration across functions to surface innovative solutions
- Support a culture of learning, where feedback informs strategy
- Break down silos, ensuring that transformation is a shared responsibility
This leadership approach does not mean stepping back—it means creating the right conditions for transformation to thrive.
Building Agility Into Strategy
Rigid, one-size-fits-all strategies no longer work in dynamic environments. Instead, organisations should:
- Treat plans as adaptable frameworks, not static roadmaps
- Test and iterate—small-scale pilots can uncover unexpected insights
- Balance structure with flexibility, allowing teams to adjust based on real-time challenges
Business transformation is not a single event—it is a continuous process shaped by relationships, learning, and adaptability. Leaders who recognise the power of complexity will build organisations that not only survive change but thrive because of it. The challenge is not to eliminate complexity but to harness it.
Is your organisation structured for control—or for adaptability?
The Right Conversation Can Change Everything. Let’s Talk.
by Joy Maitland | Feb 10, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Leadership Development, Managing Directors, News & Articles, Non-Executive Board Members, Senior Managers
In a world where technology is advancing rapidly, leaders must decide: Will they lead or follow? Artificial intelligence (AI) is reshaping industries and competition. The latest investments by tech giants show the need for businesses to embrace innovation. But innovation is not just for executives or research teams. It can come from anyone in an organisation.
The AI Investment Race: A Lesson in Leadership
Amazon is the latest company to reaffirm its commitment to AI. CEO Andy Jassy announced that Amazon’s £26.3 billion capital expenditure last quarter is a good estimate for 2025. Most of that funding will go towards AI infrastructure for Amazon Web Services (AWS). Jassy believes AI will transform applications, making it as fundamental as computing, storage, and databases.
Amazon is not alone. Microsoft plans to invest £80 billion in AI data centres in 2025. Meta will spend up to £65 billion, mainly on AI research and development. Alphabet, Google’s parent company, will invest £75 billion, exceeding expectations. OpenAI has also outlined a £500 billion infrastructure project to push AI forward.
Challenging the Norm: Innovation from Unexpected Places
Despite these massive investments, recent events show that leadership in AI is not just about spending large sums. A Chinese startup, DeepSeek, recently claimed to have developed a competitive AI model for just £5.6 million. While some industry leaders question this, it highlights an important fact: innovation is not limited to tech giants. Smaller, agile organisations can challenge the status quo and think differently.
This is a reminder for business leaders in all sectors. The next big breakthrough could come from a mid-level manager spotting an opportunity. It could be a frontline employee identifying inefficiencies. It could be a team rethinking old ways of working. Companies that create an environment where employees at all levels can contribute ideas will be the ones that lead.
What Does This Mean for Your Business?
The AI revolution is not just for Silicon Valley. It is a strategic priority for businesses everywhere. The real question is not whether to invest in AI, but how to use it effectively. More than financial commitment, it requires strong leadership, openness to ideas, and a readiness to embrace change.
Leaders should consider:
- Do we encourage employees to contribute innovative ideas?
- Are we agile enough to adapt to new opportunities?
- Are we actively exploring AI applications in our industry?
- Are we willing to challenge old ways of doing business?
Final Thoughts: Lead, Don’t Follow
History shows that leaders in innovation are not always those with the biggest budgets. They are the ones with the boldest vision. While Amazon, Microsoft, Meta, and Google are investing heavily, real game-changers may come from unexpected places. Leadership is about setting trends, not following them.
At Inemmo, we work with middle to senior leaders worldwide, helping them navigate change. Whether in technology, finance, healthcare, or another field, the key question remains: Are you leading the way, or waiting for others? The future belongs to those willing to innovate. Will that be you?
The Right Conversation Can Change Everything. Let’s Talk.
Sources
by Atiya Sheikh | Feb 7, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Human Resources (HR), Leadership Development, Middle Managers, News & Articles, Non-Executive Board Members
Working across multiple countries, I have seen first-hand how organisations perceive themselves as digitally prepared. However, despite rapid advancements, many businesses and employees are still not ready for the demands of a truly digital-first world. The gap between perception and reality remains wide, with technology often outpacing workforce readiness.
The Hidden Digital Divide: Why Your Workforce Isn’t as Ready as You Think
Technology is no longer a competitive advantage—it is a necessity. However, a surprising disconnect exists. Many organisations believe they are digitally equipped, but research from Virgin Media O2 Business and the Centre for Economics & Business Research (Cebr) reveals that only a fraction truly harness technology to empower employees and improve productivity.
The Cost of Falling Behind
The consequences of digital stagnation are significant. Between 2021 and 2023, the UK economy missed out on an estimated £111 billion in turnover due to digital inefficiencies. But this issue is not limited to the UK. Across the globe, nations that lag in digital transformation risk economic decline, lower workforce productivity, and reduced global competitiveness.
A Global Challenge with High Stakes
Governments and businesses worldwide recognise the urgency of digital transformation. Some nations have launched large-scale initiatives to bridge the skills gap and improve their position in the digital economy:
- Nigeria’s 3 Million Technical Talent (3MTT) Programme aims to train three million digital specialists by 2027, preparing the country to become a key exporter of tech talent.
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In Kenya, AI-driven agricultural tools such as PlantVillage and Virtual Agronomist have significantly increased farming productivity by providing precise recommendations on fertilisation, pest control, and soil health.
While these initiatives show how digital investment can drive growth, some nations still struggle with digital adoption despite high technological penetration. For instance, the GSMA Report on South Africa’s Digital Economy highlights that despite high mobile and internet access, the country still faces slow digital adoption in industries outside finance and telecommunications. Access to digital tools alone does not guarantee transformation. Businesses must integrate technology into their workflows and build a workforce capable of leveraging digital advancements.
What obstacles are holding them back, and what steps can they take to accelerate adoption?
Why Digital Transformation Stalls: Barriers to Adoption
Despite investment in digital tools, many companies fail to unlock their full potential due to key obstacles:
- Cultural Resistance – Employees who are used to traditional workflows often see digital transformation as a threat—whether in the form of increased workload, job displacement, or unfamiliarity with new tools.
- Legacy Systems & Outdated Infrastructure – Many organisations rely on outdated technology that stifles innovation. Without proper integration, new tools can create inefficiencies rather than solve them.
- Lack of Leadership Alignment – Digital transformation requires strong leadership commitment. If executives do not support digital adoption, employees are less likely to engage.
- The Digital Skills Gap – A recent Department for Education Employer Skills Survey (2024) found that nine in ten UK businesses struggle with skills shortages, particularly in entry-level positions (32% of the gap) and technical fields (29%). Alarmingly, the proportion of businesses considering training programmes has dropped from 60% in 2024 to 54% in 2025 due to financial constraints and lack of awareness.
The digital skills gap is estimated to cost the UK economy £63 billion annually. 18% of UK adults (7.5 million people) lack essential workplace digital skills, with 1.9 million unable to perform any basic digital tasks at work. These figures highlight the pressing need for sustained digital training initiatives.
Steps to Accelerate Digital Transformation
Organisations must take a people-first approach to digital transformation. Here’s how:
1. Lead with Clear Goals – Digital transformation is about people, not just technology. Employees are more likely to embrace change when they understand how digital tools align with organisational goals. Leaders must clearly communicate the purpose behind digital initiatives and ensure alignment across teams.
2. Invest in Digital Skills – One-off training sessions are ineffective. Organisations must embed ongoing digital learning into their culture. This includes:
- Prioritising digital literacy at all levels, from entry-level staff to executives.
- Offering on-demand training in emerging technologies such as AI, cloud computing, and cybersecurity.
- Partnering with educational institutions and online platforms to upskill employees cost-effectively.
3. Encourage Experimentation – A digital workforce needs space to innovate. Companies should:
- Encourage employees to test and experiment with new tools.
- Provide safe environments for digital experimentation and feedback.
- Recognise and reward employees who adopt digital-first approaches.
4. Improve Digital Communication & Collaboration – Remote and hybrid work requires strong digital collaboration. Ensuring that employees are comfortable using tools like Microsoft Teams, Slack, and AI-driven communication platforms can boost efficiency and teamwork.
Aligning Digital Tools with Business Goals
Technology is only effective when supported by a strong strategy. Businesses can maximise their digital investments by:
- Reviewing Digital Tools: Many organisations accumulate unnecessary digital tools. A tech audit can streamline processes and reduce costs.
- Encouraging Collaboration Across Departments: Digital adoption should not be limited to IT teams. Engaging all departments ensures widespread transformation.
- Tracking Progress: A data-driven approach helps businesses adapt their digital strategy. Employee feedback and performance metrics ensure long-term success.
A Future-Ready Workforce Starts with Leadership
Closing the digital divide requires leadership commitment. CEOs, CIOs, and senior executives must not only support digital transformation but actively engage in it. Organisations that build a digital-first culture will gain a competitive edge, increase efficiency, and drive growth.
The digital future is here—is your workforce ready?
The Right Conversation Can Change Everything. Let’s Talk.
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