“Today’s leaders need to think on their feet, listen actively, and move quickly. I firmly believe the most effective way to coach and mentor is by being visible, accessible, and approachable,” says Sara Yahia, an HR Leader, Author, and DEI Advocate. Sara has led teams across industries and around the world, from the United States to Spain to Qatar, where she served as Senior Director of HR Operations before moving into consulting. Today, she works with major organizations, including FIFA, helping them prepare for the 2026 World Cup by building people strategies that drive business success. For Sara, leadership isn't just about making decisions from the top; it’s about listening, learning, and growing alongside the people you lead. That philosophy has earned her several honors over the years, including three 40 Under 40 awards and a global recognition award for her contributions to the field. She is also the author of Unheard Voices, Quietly Sparks, and Quiet Diversity, books that explore the deeper challenges and conversations shaping today’s workplaces.

In an exclusive interview with HR.com, Sara shares her insights on rethinking coaching and mentoring to build adaptable, human-centered leaders in the age of AI and Gen Z.

Excerpts from the interview:

Q. With leadership demands transforming in real time, how are you reimagining coaching and mentoring to build future-ready leaders?

Sara: You can’t coach tomorrow’s leaders using yesterday’s rules. When I led HR strategies across luxury hotels and major retail properties, I realized that adaptability was no longer optional—it had to be embedded in how we coached people. I launched programs like Hi-Five Welcoming, which weren’t about formal lectures but about integrating emotional intelligence into daily habits. We turned mentorship into a conversation rather than a checklist. Today’s leaders need to think on their feet, listen actively, and move quickly—and that’s exactly what we trained for. I firmly believe the most effective way to coach and mentor is by being visible, accessible, and approachable.
 

Q. How has the growing adoption of AI and automation influenced the focus areas for leadership coaching and mentoring across organizations?

Sara: The key is to highlight what only humans can do. When AI and automation began accelerating operations, we doubled down on coaching leaders in empathy, creativity, and ethical decision-making. While managing multicultural HR teams, I saw firsthand that although AI can optimize processes, it can’t replace trust or human judgment. I also believe AI and automation reach their limits when it comes to singular talents—individuals who process information differently. Overlooking them can lead to unintended discrimination and a loss of innovation, productivity, and efficiency. That’s why I encourage leaders to use data wisely, but always lead with humanity, fairness, and an out-of-the-box mindset. Otherwise, you risk losing both your people and your business.
 

Q. What new skills or mindsets are you prioritizing in your coaching and mentoring programs to address emerging business challenges?

Sara: My top 3 are Adaptability, Cultural Fluency, and Strategic Empathy. When I launched initiatives, I trained leaders to pause, read the situation, and adjust fast. Rigid plans don’t solve today’s challenges, but rather by leaders who listen deeply, think globally, and act decisively. Interestingly, introverts are naturally wired for these skills. Their ability to observe, reflect, and lead thoughtfully makes them essential to organizations. This mindset emphasizes real coaching around real situations rather than theories. I used mistakes as valuable teaching moments. Let's be real for a second: we all make mistakes; it’s inevitable. What matters is learning from them in an environment that doesn’t reprimand failure, but uses it to teach, improve, and move forward.
 

Q. Where do you see the biggest friction points between traditional mentoring practices and today’s need for speed, agility, and innovation?

Sara: The old way of mentoring is too slow and too formal. By the time you have your annual “mentor meeting,” the opportunity you needed help with is already gone. That’s why I highly encourage shifting toward micro-mentoring, involving quick check-ins and skill-specific coaching bursts. Mentoring today needs to move at the speed of change. You can’t wait months. You have to catch growth moments as they happen.
 

Q. If you had to design a coaching/mentoring strategy from scratch for a Gen Z-heavy workforce, what would you do differently compared to current practices?

Sara: I’d tear up the old rulebook and start with three words: Purpose, Feedback, Ownership. Gen Z wants their work to matter, and they want feedback now, not six months from now. When I coached younger hospitality teams, I built programs where they could pick the skills they wanted to grow. They weren’t stuck on some HR checklist. For Gen Z, the secret isn’t perks, it’s purpose. Make their growth meaningful, give them a say, and don’t be afraid to coach in real time. They’re ready for it.
 

Q. What's the best piece of career advice you've ever received, and how did it impact your leadership journey?

Sara: The best advice came from my mother, not a boardroom. She taught me early on that staying true to myself is the most powerful thing I can do. Growing up as a social introvert, her encouragement meant everything. She never asked me to be louder or different. She just taught me to be kind, humble, work hard, stay principled, and keep striving for excellence fiercely. That shaped how I carry myself around and how I lead teams today. I don’t force leadership; I build trust. I listen first. I believe real change happens through steady and genuine efforts. If I could pass one thing forward, it would be this: Stay grounded in your values. Small steps matter more than you think. Every effort you make leaves a mark.

Suggested Reads:

• 'I Envision A Future Where Women's Leadership Remains As Influential As Men's'
• 'Dreaming Of Leadership Beyond Gender Headlines'

 
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