Principal Organizational Change Advisor Avil Jackson Says Leaders Who Invest In Human Relationship Skills Will Thrive In Age of AI – AfroTech

Avil Jackson believes that human relationship skills will be essential as companies adopt AI.

Jackson’s People-Centered Approach

Jackson has more than 30 years of experience leading organizational transformation. Across her career, she has helped individuals and teams adjust to change, working in change management, organizational development, coaching, and even as head of human resources (HR).

“As the head of HR, that’s where you kind of see the full circle, the full journey of an employee from when they’re hired, to when they’re terminated, either retirement or any other reason. And one thing that I found after serving in all of those capacities, including change management, was that change management was actually the linchpin of the success of all of these things,” she told AFROTECH™.

Jackson now serves as LuminaNorth Group’s founder and principal organizational change advisor. She is tasked with assisting leaders and their teams in successfully navigating change, whether that involves assessing their readiness, mapping out a plan, or identifying key people across the business who will be impacted by the change.

“Ultimately, when we think about it, adoption is done by people, not by organizations. So if we want people to get on board and understand why the change is important, then they can be a part of the solution and ultimately help that organization achieve success, no matter where it ends up,” Jackson said.

Change Management And AI

That people-centered approach also informs Jackson’s perspective on how AI is reshaping today’s workforce. In an interview with AFROTECH™, she cited PwC’s 2026 Global AI Jobs Barometer. Per the report, human expertise remains an asset as AI is deployed. It suggests that organizations should not focus solely on automating tasks but also on redesigning work, and that individuals should develop skills such as leadership, judgment, and teamwork so they can contribute effectively alongside AI.

“How can you learn as much as you can learn about [AI] so that you can be a driver? So that you can contribute in a way that allows the team to use it in the best interest of the business?” Jackson explained. “We also have to understand that everybody is using it one way or another, so we can’t ignore that, but we have to find a way to bring it into the business so that the team can use it for the things they need to use it for, and the business receives the benefits that it needs as well.”

As for what will separate executives or leaders who will thrive in the age of AI, she stresses that it will be those who are invested in the growth and development of human relationship skills within their teams, rather than focusing solely on the bottom line. Those who embrace that approach, she believes, will attract and retain talent.

“We’re always dealing with people. Business is people. Life is people. And so if we don’t have skills that allow us to … communicate our message clearly so that people will be able to follow through and give us what we’re needed, then it doesn’t matter how well you function in the AI space, and how well you can design things and create things,” she mentioned. “If, ultimately, you’re in a position where you need to speak with people and lead people and you don’t have these skills, it’s gonna be very tough, and ultimately you might not be in that role that long.”

Human relationship skills, Jackson believes, are currently being overlooked in the job market. She said companies are anticipating AI’s capabilities without considering the bigger picture, with consequences such as the elimination of middle-management roles.

“By eliminating some of those middle-manager roles … you’re also removing the people who are the messengers and communicators between what leadership wants and what people are doing on the front line,” Jackson said. “So I think when you start eliminating those roles for various reasons, you end up kneecapping yourself as a C-suite team,” she added.

Jackson said organizations should first analyze the skills they need for each role and consider where those skills are best applied. Then leaders will have a greater understanding of whether to expand existing roles, create new ones, or redefine responsibilities.