Maintaining Employee Engagement In The AI Era: A Conversation With Jad Jebara, CEO and Co-Founder At Hyperview

1. Why do you think traditional engagement strategies are failing in tech roles?

Traditional engagement strategies were designed for predictability, but the rapid pace of technological change has outgrown them. The methods that once worked, such as annual performance reviews, broad recognition programs, and top-down communication, no longer match how today’s workforce learns or finds meaning in their work. In highly skilled roles, individuals are motivated by the pursuit of mastery, autonomy, and a sense of purpose. Without those, no number of perks or generic engagement tactics will create a lasting commitment.

In the current era of digital transformation, engagement should not be viewed as an HR function, but rather as a central leadership responsibility. Employees want to understand how their roles will evolve with technology, not whether they will be replaced by it—leaders who fail to link technological adoption with personal development risk creating confusion and disengagement.

Our approach begins with clarity of purpose and open communication. We ensure that every team member understands why we are building what we build and how AI supports them, rather than replacing them. When leadership invests in people’s growth and learning, engagement shifts from compliance to genuine commitment. The most effective engagement comes when people feel trusted, valued, and part of something that matters.

2. How can leaders balance the rapid adoption of AI with maintaining human connection and motivation in their teams?

Adopting AI is not just a technical transformation but a cultural one. Balancing security and innovation with human connection requires transparency, empathy, and purpose. People need to understand not only what is changing but also why it is changing and how it benefits them. If the focus is only on efficiency, engagement will decline. If it shifts toward enabling creativity and deeper, more meaningful work, motivation will grow.

AI is now an integral part of our workflows, automating repetitive tasks so our teams can focus on solving problems, designing solutions, and driving innovation. We make it clear that AI enhances human capability rather than replacing it. A genuine connection arises from listening, fostering open dialogue, and addressing both the fears and the opportunities that accompany transformation.

It is equally important to match investments in technology with investments in people. Learning, mentorship, and recognition must evolve in tandem with the advancement of automation while ensuring security and privacy safeguards are in place. When employees see that leadership values their development as much as it values progress, trust naturally follows. Sustaining motivation in an AI-driven environment requires clarity, empathy, and consistent communication so that people feel guided, not displaced, by technology.

3. You’ve said AI should be a force multiplier, not a replacement. Can you share an example of how you’ve implemented AI to empower employees rather than displace them?

Our mission is to make critical infrastructure think, and AI is key to achieving that. We use it as a force multiplier that enhances human capability rather than replaces it. One example is our AI-powered assistant, which continuously analyses and monitors infrastructure performance, identifies inefficiencies, and recommends improvements. The system automates repetitive data collection, allowing our engineers to focus on problem-solving, design, and innovation.

The results have been both measurable and cultural. Productivity has increased, but more importantly, people feel empowered because they are working at a higher level of creativity and strategic thinking. They see AI as a tool that extends their reach rather than limits it.

This principle reflects how I have always approached technology. Every wave of innovation, from ERP to cloud to AI, creates both opportunities and challenges. The outcome depends on leadership intent. When AI is used to enhance team performance, it accelerates progress and fosters trust. When viewed solely as a cost-cutting measure, it weakens culture. We have seen AI evolve from a perceived threat into an ally that enhances judgment, improves sustainability, and enables people to focus on the work that truly matters.

4. What strategies can tech leaders adopt to prevent burnout and disengagement as AI accelerates workflows?

One of the biggest paradoxes of AI adoption is that while automation increases efficiency, it can also raise expectations to unsustainable levels. Leaders need to recognise that human performance does not scale in the same way as machine performance. Preventing burnout starts by redefining what success means and prioritising sustainable progress over constant acceleration.

We clearly define the boundaries between automation and human effort. AI can operate continuously, but people cannot. By reviewing workloads through the lens of both well-being and productivity, and keeping communication open, we ensure teams stay focused and balanced. When employees understand priorities and feel supported, they can deliver with purpose rather than pressure.

The emotional toll of constant change also needs attention. Change fatigue is a real phenomenon, which is why we invest in resilience training, continuous learning, and fostering psychological safety. When people feel trusted to ask questions and adapt, engagement naturally improves.

Leaders must model balance in their own actions. In my experience scaling startups, I have seen that teams reflect their leaders’ energy. If leadership values rest, reflection, and steady execution, resilience follows. True innovation is not sustained by speed alone but by endurance, clarity, and purpose.

5. From your experience scaling startups under extreme pressure, what lessons apply to managing employee experience in today’s fast-moving AI environment?

Leading through intense periods of change teaches that success depends less on control and more on clarity. During the dot-com collapse, I learned that even with limited resources, a strong sense of mission can keep a team aligned and motivated in the face of uncertainty. That lesson applies directly to today’s environment of accelerated technological change.

In a world where disruption is constant, employees need leaders who communicate decisions clearly, remain composed under pressure, and demonstrate resilience. Our approach centres on transparency — sharing what works, what doesn’t, and how every decision connects to the broader mission. This openness fosters trust, even in the most challenging circumstances.
Another lesson is empathy under intensity. Early in my career, during a corporate turnaround, pay was uncertain, but morale remained high because the team believed in the mission and trusted the leadership. When people feel valued and respected, they are more likely to persevere through adversity.

The rise of AI will create both opportunities and challenges, as every disruption does. Leaders who combine foresight with humanity will succeed. The ability to simplify complexity, reinforce purpose, and keep teams focused amid uncertainty is what sustains engagement. Actual performance begins with belief, and belief is built on clarity and trust. Be very intentional, methodical and apply the tried-and-true framework of PPTM People, Process, Tools and Measures.

6. When introducing AI into teams, what’s more important: speed of execution or ensuring employees are ready and motivated?

Readiness and motivation are far more important than speed. Moving too quickly without bringing people along creates confusion and resistance. In my experience, transformation succeeds not because of how fast you move, but because your people are well-aligned with the mission. Speed can be beneficial, but alignment is essential.

Every technological shift begins with education, clarity, and collaboration. We take time to help teams understand not only how new tools work but also why they matter. This approach builds confidence, which then accelerates genuine adoption. When people see how AI supports their work and goals, they engage with purpose rather than obligation.

Introducing AI should be viewed as a marathon that includes focused periods of innovation guided by a clear long-term vision. That kind of success depends on investing in people’s readiness across mental, emotional, and technical dimensions. Rushed execution often leads to mistrust, whereas deliberate and well-communicated change builds lasting momentum.

Technology alone does not transform organisations; people do. AI can amplify its impact only when it is motivated, supported, and inspired to use it effectively. Readiness is not an obstacle to progress but the foundation that makes progress meaningful and sustainable.
The more things change the more they stay the same, introducing AI is part of change management, it starts with People, I can’t emphasis the importance of the tried-and-true framework of PPTM People, Process, Tools and Measures.

7. How do you identify employees’ hidden potential in an AI-driven workplace, and what approaches do you take to upskill and retain talent?

Start with the mindset and cultural value Kaizen, i.e. continuous improvement. Hidden potential is often found in curiosity and adaptability rather than in titles or years of experience. In an AI-driven workplace, I look for people who ask thoughtful questions, embrace uncertainty, and see transformation as an opportunity. These individuals are the ones who thrive in dynamic environments.

We focus on creating the right conditions for that potential to emerge. Culture and shared values are key. By flattening hierarchies, encouraging open communication, and fostering collaboration across teams, we empower people to contribute ideas beyond their designated roles. When individuals are invited to think broadly and solve problems outside their usual scope, their strengths become visible and valued.

Upskilling is not a one-time event; it is a continuous process. We combine structured learning with real-world experience, rotate people between technical and strategic functions, foster mentorship, and embed lifelong learning in our culture. We adhere to the Kaizen principle of continuous improvement in all our endeavours.

Retention naturally follows when employees see their growth aligned with the organisation’s evolution. AI is reshaping the skills landscape faster than ever, but when leaders invest in people, those people evolve alongside the technology. The goal is not to single out a few stars but to build an environment where everyone can grow, adapt, and contribute to innovation.

8. What are the most common mistakes tech leaders make when implementing AI in workflows or teams?

The most common mistake is viewing AI as a cost-cutting tool instead of a value-creating one. When leaders frame AI as a replacement for human work, they damage trust before implementation even begins. AI should be positioned as a collaborator that removes friction and strengthens human capability, not as a substitute for people.

Another mistake is prioritising speed over understanding. Implementing AI without a clear mission, strong data discipline, or a thoughtful training plan often leads to confusion and frustration. Teams need to understand how AI supports the organisation’s objectives and improves their daily work. Without that understanding, adoption becomes mechanical rather than meaningful.

A third mistake is overlooking the cultural and emotional impact of change. AI is not only a technical shift but also a human one. Fear of redundancy can quietly undermine morale if it is not addressed early and honestly. The answer is open communication, consistent feedback, and visible examples of how AI enhances performance.

These principles guide every initiative we undertake. We explain decisions, listen to feedback, and measure the human impact. Technology reaches its full potential only when people feel informed, respected, and valued. Ultimately, the success of AI depends not on the system itself but on the integrity and intent of its leadership.

9. How do you ensure your team feels inspired and engaged, rather than sidelined by technology, at Hyperview?

Inspiration begins with clarity of purpose. Every member of our team understands the mission to make critical infrastructure think and how their work contributes to that goal. When people can connect their efforts to something meaningful, they remain engaged even as technology evolves.

We have built a culture anchored in trust, kindness, and continuous improvement. These are not slogans but daily practices. We encourage feedback, celebrate experimentation, and ensure that everyone, regardless of level or role, has a voice in shaping how AI is utilised. When technology is co-created with input from the team, it becomes empowering rather than intimidating.

We also ensure that AI is viewed as an ally. Our tools reduce repetitive work, giving engineers more time to innovate, learn, and expand their skills. That shift from repetition to mastery has been one of the most powerful drivers of engagement across the company.

People often feel sidelined when they are excluded from the decision-making process. That is why we maintain open communication, share progress transparently, and connect success to shared values. Engagement cannot be commanded; it is earned through authenticity and inclusion. When people feel ownership, they turn disruption into forward momentum.

10. Looking ahead, what one piece of advice would you give leaders who want to prevent complacency and keep employees thriving in an AI-era workplace?

Accept that disruption is a permanent feature of modern business and lead through it with empathy, courage, and clarity. Every wave of technological change presents both opportunities and challenges—the difference between thriving and merely surviving lies in mindset. Leaders must build environments where learning never stops; experimentation feels safe, and purpose is always clear.

Complacency develops when teams lose sight of the importance of their work. To prevent that, connect every initiative to the organisation’s mission. Communicate clearly about where the company is heading and how each person’s contribution helps shape that journey. Every innovation we pursue, including AI, is guided by a simple goal: to strengthen human capability, not replace it.

Fear is the enemy of progress. Be transparent about what AI means for the organisation, acknowledge uncertainty, and help your people navigate it together.

Finally, invest in leadership at every level. Thriving in the age of AI requires humility, resilience, and a curious mindset. Leaders who demonstrate these qualities will inspire their teams to do the same. Long-term success comes not from chasing speed but from nurturing belief, clarity, and purpose. That is how disruption becomes progress, and complacency transforms into innovation.