The Best Way to Survive AI: Leadership Lessons from My Summer Vacation

My phone has been buzzing with notifications recently. Thank you to everyone who sent messages celebrating my 13 years at PMI!

Being on vacation during this milestone gave me a chance to step back. I am almost completely disconnected from the daily corporate rush. When the noise fades, you finally have the mental space to think about the bigger picture and future growth plans.

During my morning walks by the sea, I’ve been listening to podcasts about Artificial Intelligence and its impact on us - white collar professionals. The fear is everywhere: What happens when machines can do our jobs faster?

An early morning walk with podcasts on AI

The best answer didn’t come from a tech or HR expert. It came from two local business owners I met here in Marmaris.

Before I tell you what they did, you need to know how I found them. I didn’t use a search engine. I hired our boat captain because the hotel insisted. I drove to a restaurant in Söğüt because a neighbor told me I simply had to go. That is the payoff of real leadership. When you lead well, your customers do your marketing for you.

The Captain Who Helped a Rival

Our boat captain in Selimiye was flawless. The wind was heavy, but he docked our boat smoothly on the first try. The boat right behind us, however, was struggling. They tried and failed multiple times.

Time to have nice memories with my son in the boat

An algorithm only cares about its own success. It finishes its task and stops.

Our captain didn't do that. He stood up, shouted directions over the wind, and patiently guided his competitor until they were safely docked, too. As we left, the rival crew yelled their thanks across the water. He didn’t just steer a boat; he helped a rival succeed.

Family comes first, and vacation period is the best time for quality time with family

The Welcome Before the Menu

A few days later, we drove to that highly recommended restaurant in Söğüt. Before I even turned off the engine in the parking lot, a woman walked up to our car with a huge, warm smile.

It was Yasemin, the manager who also named the restaurant. She didn't wait for us to walk inside. She saw we were new, welcomed us right at the car, and personally guided us down a narrow path to the water.

Software can take a dinner reservation in one second. It can send automated reminders. But it cannot walk up to your car and make you feel valued before you even sit down.

The Un-Automatable Growth Strategy

After 13 years in Philip Morris International (in addition to 3 years at PwC and another 3 years at General Motors), I know how much we focus on efficiency and automation. They are important. But efficiency is not a legacy.

If your business model relies entirely on doing tasks faster, AI will eventually catch up. But if your growth relies on empathy, building deep trust, and showing genuine care to competitors and customers, you are irreplaceable.

You cannot automate a good reputation. We don't need to act more like machines to survive the future. We just need to be more human.

From Hero to Author: Designing Your Own Leadership Style

“Do you want to be the hero or the victim in the story?”

That question hit me hard recently. My answer? Neither. I want to be the author.

Heroes fight fires. Victims suffer circumstances. Authors design the plot. They decide what matters, what doesn’t, and how the story ends.

Why this matters in leadership

In high-pressure roles, it’s easy to default to operational heroics—being the “go-to” person for everything. It feels good in the moment, but it traps you in someone else’s script. Strategic work suffers, wellbeing erodes, and the system never improves.

Authors think differently:

• They write the ending first: What outcomes must be inevitable?
• They cast roles: Who owns what? Where are the guardrails?
• They edit ruthlessly: If it doesn’t fit the plot, delegate or delete.

My recent shift

After reflecting on feedback (and a candid Officevibe [a corporate survey] moment), I realized I was prioritizing urgent over important. So, I designed a new chapter:

• Clear responsibilities and escalation ladders to stop everything routing to me.
• Micro-automation and playbooks to kill recurring fires.
• Maker–Manager schedule to protect deep work and strategic thinking.
• Wellbeing guardrails—because sustainable performance beats burnout.

I even asked myself daily:

“What chapter am I writing today?”

Not “What inbox fire am I putting out?”

The takeaway

Leadership isn’t about being the hero. It’s about being the author—the one who makes results inevitable through systems, clarity, and foresight.

If you’re feeling stuck in reactive mode, ask:

• What’s the theme of my next chapter?
• What would make me irrelevant here (in a good way)?
• What system would make success inevitable?

Call to Action:

How do you design your own leadership narrative? Drop your thoughts below—I’d love to learn from your stories.

Some photos just after thinking about all these, while walking to the hospital for a check-up.

Building Your Growth Passport

Your Growth Passport: Build, Reflect, Achieve.

I recently attended an inspiring presentation by Roxana Romanescu, Heat-Not-Burn Category Director in Philip Morris International Global Travel Retail, on building a meaningful Growth Passport—our Individual Development Plan (IDP). Her session emphasized that growth is intentional, supported, and measurable. Here are some key takeaways, now enriched with references to our own internal growth culture:

What Makes a Good Growth Passport?

1. Start with Reflection:
   Roxana encouraged us to step back and assess our current state—using feedback, reviewing past performance, and clarifying career aspirations. This mirrors the spirit of our recent internal event, DNA Talks: Feedback for Growth, where colleagues from across the organization gathered to discuss how constructive feedback fuels personal and professional development. 

2. Stay Focused:
   Don’t overload your plan. Select a few key areas that align with your personal and organizational goals—a principle echoed in our internal conversations about prioritizing growth areas for maximum impact.

3. Practice, Practice, Practice:
   Roxana highlighted the 70/20/10 approach: 70% on-the-job experience, 20% learning from others, 10% formal training. This practical model is also reflected in our internal learning initiatives, where peer learning and real-world application are highly valued. 

4. Set Realistic Timelines:
   Break actions into smaller steps with short deadlines to keep up momentum. This approach was discussed in our DNA Talks, where setting achievable milestones was identified as a key to sustaining growth. 

5. Lean on Your Growth Network:
   Engage your manager, peers, mentors, and coaches for support and fresh perspectives. Our internal event reinforced the importance of building a feedback-rich environment, where everyone is encouraged to support each other’s development. Here you may find more about Roxana's perspective on the workplace friendships: How work friendships can boost professional and personal development | PMI - Philip Morris International

6. It’s all about Behavior, Knowledge, Skills & Mindset!

   
   
   
   

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It’s Time for Your Travel Souvenir…

Roxana also introduced a practical framework for crafting your IDP using prompts like:

• Guide me in building my IDP.
• Help me select a focus area by asking relevant questions.
• Ensure I have all the information needed regarding strengths and development areas.
• Define my current role and key capabilities.
• Identify the next role I aspire to and the capabilities needed for that step.

This mirrors the collaborative spirit of our internal growth discussions, where sharing experiences and asking the right questions are seen as essential to building effective development plans. 

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Refine Your Prompt: Build Your IDP with Purpose

Let’s create an IDP focusing on three core areas:

• Set SMART Objectives: Specific, Measurable, Achievable, Relevant, Time-bound.
• Develop Skills Weekly: Incorporate the 70/20/10 model.
• Track Measurable Outcomes: Examples include leading meetings, mentoring others, or contributing to strategic projects.

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Final Thought

Roxana Romanescu’s presentation, combined with our organization’s ongoing commitment to feedback and growth, is a timely reminder that development is a shared journey. Whether you’re just starting your IDP or refining it, these principles—supported by both external expertise and our internal culture—can help you grow with confidence and clarity.

For more about the event that Roxana presented:

Volkan Yorulmaz: Unlearning, Multiplying, and Growing: Leadership Lessons from PMI’s Global Travel Retail Conference

Volkan Yorulmaz: Brutal Truth, Simple Rules: What Toni Nadal Teaches Us About Growth, Development, and Feedback