There is a fear I rarely admit, even to myself. It is not the fear of failure or the fear of losing wealth—it is the fear of becoming irrelevant. I see it in boardrooms and across industries, this silent terror that tomorrow’s world might move on without us.
Artificial Intelligence promises efficiency at lightning speed, while younger generations bring fresh energy and disruptive ideas. Together, they form an unspoken reminder: the shelf life of a leader may be shorter than we once believed.
The existential fear of obsolescence is not always loud. It lurks in the background of decision-making, casting shadows over judgement. Left unchecked, it drives sabotage, insecurity, and even self-destruction.
The Psychology of Obsolescence
Psychologists often link relevance to identity. To feel seen, valued, and useful is central to our self-worth. Leaders, especially, tie their identity to influence. When the relevance of their skills or perspectives is questioned, it is not just a professional threat—it feels like an existential one.
AI amplifies this fear by replacing tasks we once believed required “experience.” Where I might have spent hours analysing reports, an algorithm now does so in seconds. Where my wisdom once offered unique insights, a chatbot generates answers instantly. This erodes the very foundation of what made me useful.
And then there are the younger generations—bright, ambitious, fluent in the technologies that often intimidate me. They are faster, more adaptable, less burdened by the hierarchies I spent decades climbing. Their rise is not malicious; it is natural. But when paired with AI’s relentless march, it feels like a double-edged sword cutting away at my significance.
Anecdote: A Boardroom Moment
I remember sitting in a strategy meeting where a young analyst presented an AI-driven model that predicted market shifts more accurately than any of our seasoned executives had done in years. The room applauded. I forced a smile, but inside, I felt like a relic. My decades of intuition—hard-earned through sleepless nights and costly mistakes—suddenly looked redundant beside a machine’s cold precision.
That day I noticed something dangerous in myself: a temptation to undermine rather than support. I wanted to point out flaws, to cast doubt, to slow down the adoption of that model. It wasn’t rational—it was survival. That was my first personal encounter with the sabotage instinct that fear of obsolescence can provoke.
How Fear Manifests in Leadership
This fear does not remain private. It leaks into leadership decisions in several damaging ways:
- Sabotage of Innovation – Leaders, consciously or unconsciously, resist new systems or dismiss fresh talent. They cloak their resistance in “prudence” or “risk management,” but beneath the surface lies insecurity.
- Micromanagement – Desperate to reassert control, some leaders hover over younger colleagues or second-guess AI outputs. It is less about quality assurance and more about clinging to relevance.
- Short-Termism – Fear narrows perspective. Leaders prioritise immediate wins to prove they still matter, even at the expense of long-term vision.
- Self-Destructive Decisions – In extreme cases, this fear can lead leaders to overextend themselves, make reckless acquisitions, or double down on outdated practices—anything to avoid fading into irrelevance.
The Cost of Clinging
Ironically, the harder we cling to relevance, the faster we lose it. A leader paralysed by fear of obsolescence often alienates the very people who could help them adapt. Younger colleagues feel stifled. Teams become frustrated. Innovation slows.
I have seen brilliant leaders destroy their legacy not because they lacked intelligence but because they refused to confront their fear. By denying obsolescence, they accelerated it.
Rethinking Relevance
So, what can we do? How can leaders confront this existential fear without falling into sabotage or self-destruction?
- Shift Identity From Knower to Learner – Instead of tying my worth to what I already know, I must find pride in my ability to learn anew. Relevance is not about clinging to expertise—it is about curiosity.
- Redefine Legacy – Legacy is not about being irreplaceable; it is about enabling the next generation to flourish. My role shifts from competitor to mentor.
- Partner With AI – AI is not my enemy; it is my collaborator. I cannot outpace its processing speed, but I can contextualise, humanise, and question its outputs in ways a machine cannot.
- Embrace Vulnerability – Admitting my fear is not weakness; it is liberation. When I share openly with my team, it creates trust and dismantles the silent walls of insecurity.
Anecdote: Choosing Vulnerability
Not long ago, I was asked to comment on an AI-generated report at a leadership retreat. For a moment, the old fear tightened my chest—I wanted to assert dominance, to prove I still had sharper instincts than any algorithm. Instead, I said: “This AI sees faster than I do. But here is where my years of scars and stories can interpret what it misses.”
That small act of honesty shifted the room. Younger colleagues leaned in, not because I was clinging to old authority, but because I had redefined my relevance: not as a competitor to AI, but as a complement to it.
The Existential Choice
The fear of obsolescence is unavoidable—it is woven into the human condition. Technology will keep advancing. Generations will keep rising. None of us can escape being overtaken.
The real question is whether we allow this fear to shrink us or to shape us. Do we sabotage, resist, and self-destruct? Or do we evolve, mentor, and leave behind something greater than ourselves?
Finding Peace in Impermanence
I often remind myself of this paradox: my relevance is not diminished when others rise; it is amplified if I help them rise well. Obsolescence, in the end, is not about being forgotten but about being remembered for how gracefully we handed the torch forward.
The leaders who will matter most in the age of AI are not those who fight obsolescence but those who embrace it, reframing it as an invitation to transform.
Yes, I fear irrelevance. But in acknowledging it, I also free myself. Because relevance is not about being indispensable today—it is about being meaningful tomorrow.
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