AI, Authenticity & Asking for Help: The Human Side of Leadership with Chris Iwanowski

In Episode 2 of A Human Element, host Adam Higgins continues his conversation with Chris Iwanowski, Chief Transformation Officer at Allianz Insurance.

After exploring the complexities of global transformation in Part 1, this episode shifts gears—zooming in on the quieter forces shaping leadership today. From the rise of generative AI to the value of coaching, mental wellbeing, and learning to ask for help, Chris speaks with refreshing candour about what it really takes to lead—and live—well.

A Human Element is a podcast that slows things down. As we stand at the edge of exponential change, it’s a space for honest conversations about the human side of business: resilience, clarity, and connection. And this second conversation with Chris? It’s leadership stripped of ego and full of insight. A powerful reminder that even in a world driven by data, it’s the human element that truly defines success.

AI and the Human Element

AI isn’t new to Chris—it’s newly accessible. And that’s what makes this moment so important.

With a background in mathematics and early exposure to artificial intelligence in his university years, Chris has watched the conversation shift from theoretical to tangible. “What we underestimated,” he says, “is the exponential spike we’re seeing now. And we’re not preparing enough for what’s coming.”

But while many headlines lean into hype or fear, Chris takes a different view. AI is already part of daily work at Allianz, used to draft communications, structure technical epics, and streamline user stories. “I’d be surprised if anyone on my team goes a day without deliberately using it,” he says.

Still, he draws a firm line: “The last push of the button must always come from a human being.” That final act of reading, refining, and taking responsibility is what keeps the process authentic.

Chris isn’t interested in dismissing AI or blindly embracing it. What matters is how we use it—and whether we’re prepared for the societal shifts it signals. “Either AI isn’t as revolutionary as we think,” he says, “or we’re not doing nearly enough to get ready.”

It’s a reminder that tools are never neutral. They can shape how we think, work and lead. That’s why intention matters. And leadership, at its core, is still about judgement, integrity, and choosing where to draw the line.

Using Data to Guide Us—Not Reduce Us

We live in a world of metrics. But what happens when people feel like they’ve become one?

For Chris, the answer starts with consistency and clarity. “There’s a need for accuracy in your data,” he says, “but people also need to trust what it’s there for.” Without that clarity, even the best systems can leave people feeling exposed—or worse, judged.

Chris uses a simple analogy. If you’re tracking your weight, it’s not enough to step on a scale—you need to use the same scale each time. Why? Because consistency builds confidence. “You want a data flow you can trust. One that doesn’t change the rules mid-game.”

That’s how he sees data in a transformation environment. Done right, it’s not there to micromanage. It’s there to guide and reduce ambiguity. And give teams something solid to anchor to. “It’s there to keep us accountable, yes, but it’s also there to help us,” he says. “To steer us through something we couldn’t navigate otherwise.”

What matters is how you use it. Chris doesn’t weaponise data; he uses it to create calm. When people understand what’s being measured and why, anxiety drops. Confidence grows. And decision-making gets easier.

Chris’s insight shows us data doesn’t have to strip things down to numbers. With the right design (and the right intent), it can become a source of clarity, not fear.

Coaching, Vulnerability & Resilience

Chris Iwanowski believes in asking for help. And he’s not subtle about it.

From business to fitness to mental health, he sees coaching as a practical tool for clarity—and a critical part of leadership. “Why not outsource ideas for leadership?” he says. “Why not have someone next to me who watches what I do and gives me feedback?”

It’s not about overthinking. It’s about staying grounded. Chris first worked with a coach when he stepped into a leadership role, and he’s never looked back. Since then, he’s sought professional support to navigate career decisions, personal grief, and even his family’s move to Australia. “We just wanted someone we trusted,” he says. “Not the company, not family. Just someone to help us find clarity—and maybe even a bit of joy in the moment.”

That experience led to a reset. What Chris now calls his 80/20 formula for resilience: a few key habits that deliver most of the benefit. 

For him, the non-negotiables are simple—sleep well, spend time with family, eat well, and lift weights three to five times a week. “That’s a happy Chris,” he says. “It’s not everything, but it’s enough.”

And when it’s not? He turns to experts. Not because he’s struggling, but because it’s smart. “Sometimes, a couple of beers with your mate just isn’t enough,” he says. “If something takes priority in your life, you probably want to consult a professional.”

It comes back to your people. High performance isn’t about doing it alone. For Chris, it’s simple. If something really matters, seek support and make the time. Before things break. And protect that time like your performance depends on it—because it does.

A Grateful Perspective

Chris and his wife had never been to Australia before the move. It wasn’t part of a grand plan. It was a leap. A chance to do something bold while their kids were still young, and before life made it harder to say yes.

It wasn’t easy. They’d just bought and renovated a home; the logistics were complex. And the decisions were deeply personal. But 18 months on, the call feels right. When family and friends visit, Chris says, “they see what we see”—a country full of opportunity, stability and energy.

But here’s what stands out: it took distance to see it clearly.

When you’re close to something—whether it’s your home, your habits, or your leadership style—it’s easy to stop noticing what’s working. Stepping away sharpened how Chris leads. It reminded him of something easy to miss: how privilege and potential can quietly coexist—and how easy it is to overlook both when they feel familiar.

“You have to jump yourself to really get it,” he says. “We are extremely grateful to be here and share this moment in time.”

That shift in perspective wasn’t just personal. It was strategic. Because transformation doesn’t depend only on what you change—but how clearly you can see what’s been there all along.

Final Reflections

If Part 1 of our conversation with Chris showed us what it means to hold your nerve, Part 2 reminds us how.

In this half of the conversation, we see the habits behind the headlines. The quiet routines. The steady reflection. The willingness to ask for help. It’s leadership that doesn’t chase attention—it earns trust.

Because clarity isn’t just a strategy. It’s a practice. And under pressure, consistency becomes something to rely on.

But the most important reason to build that kind of resilience? Your people. When leaders stay calm, clear and consistent, they create space for others to think, to grow, and to do their best work.

So maybe that’s the real work. Not just holding your nerve—but building it, day by day, for the people who count on you.

Want more from Chris? Listen to the full episode of A Human Element on Spotify—where he shares more on AI, resilience, and leading with authenticity. And if you haven’t read Part 1 yet, start there. It unpacks the strategy behind one of Australia’s most complex transformation programs—and sets the scene for everything you’ve just read.

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