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    Growth Performance

    4C Leadership Audit

    Assess your current practice across the four dimensions of leading an augmented team: Connection, Clarity, Capability, and Conscience.

    Purpose: This audit is based on the 4C Framework for leading augmented teams — a research-backed model addressing the four adaptive challenges leaders face as AI becomes part of how their teams work. Frontline leaders are three times more likely than executives to express concern about AI (DDI, 2025), yet most leadership development in this area focuses on organisational strategy rather than individual leader practice. This audit helps you identify where your leadership is strongest and where to focus your development.

    Instructions: Rate each statement from 1 (Rarely or never) to 5 (Consistently and well). Be honest — the audit is most useful when it reflects your actual practice rather than your intentions.

    Progress0 of 20 items completed

    1.Connection

    Relational trust, psychological safety, and the courage to lead openly through uncertainty. Xu et al. (2025) found that ethical leadership is the primary protective factor against the psychological harm of AI adoption — this pillar develops that capability.

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    out of 25

    I hold honest team conversations about how augmented working is changing our area, naming both the opportunities and the anxieties

    I share my own learning edges and uncertainties about AI openly with my team, rather than projecting confidence I do not have

    When a team member resists a new tool or way of working, I approach it with curiosity about their specific barriers rather than pressure or assumption

    My team has an agreed approach for when AI recommendations and human judgement differ

    I act visibly on concerns my team raises about AI adoption, so that speaking up is worth the effort

    2.Clarity

    Transparent communication, role definition, and expectation setting in augmented workflows. When AI handles part of a workflow, accountability must be made explicit — it does not emerge automatically (Buell and Kagan, 2026).

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    out of 25

    I have mapped at least one key workflow with my team to show clearly which tasks are automated and which require human judgement

    My team knows who is accountable for the final output of AI-assisted processes in our area

    I communicate regularly and honestly about how augmented working is affecting roles, priorities, and workload in my team

    Each team member can clearly describe how their role is evolving alongside AI, and I have addressed any gaps or misconceptions

    There is a clear, documented escalation pathway for when AI outputs seem wrong, uncertain, or raise concerns

    3.Capability

    AI fluency, orchestration skills, and building team competence for augmented working. 85% of desk workers are learning about AI entirely outside of work, and 59% cite inadequate organisational support as a barrier (EY, 2025). Capability is the pillar that changes this.

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    out of 25

    I dedicate protected time to developing my own understanding of AI tools relevant to my function

    I identify which repetitive tasks in my team's workflow could be augmented and ensure appropriate human oversight is defined

    I create peer learning opportunities where more confident team members share AI skills with less confident colleagues

    I run regular team retrospectives on how augmented working is going, focusing on what worked, what failed, and what to develop next

    I approach AI experimentation in my team as a learning process, treating mistakes as information rather than failure

    4.Conscience

    Ethical governance, responsible oversight, and values-led decision making. McKinsey (2026) argues leaders must model ethical AI behaviour through their own actions — governance frameworks are not enough on their own.

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    out of 25

    I regularly review AI-generated outputs with my team, discussing accuracy, limitations, and where bias might be entering results

    I have identified at least one scenario in my area where automation could cause harm if unsupervised and established an oversight protocol

    I raise governance questions upward when I believe they have not been adequately addressed at the organisational level

    I check in regularly with the team members whose roles are most affected by AI changes to understand their wellbeing and sense of agency

    I can clearly explain where human accountability sits for every AI-assisted process in my team