Human-Centred Leadership in a Digital World

Angela Greer, HR Consultant, shilo

Angela Greer, HR Consultant, shilo

Angela Greer is an HR Consultant with shilo. specialising in learning design, leadership development, and the facilitation of bespoke L&D programs. With more than 20 years in professional services and IT — including roles with KPMG, PwC, EDS (now HP), SAP, NEC, and Dimension Data (now DXC) — Angela is an ICF-accredited Executive Coach and a certified The Leadership Circle Profile™ (LCP) Practitioner. Known for her grounded, human-centred approach, she helps leaders and organisations unlock potential and create meaningful change.

Shaping Leaders, Cultures, and Change

I work as an HR Consultant with shilo., specialising in the design, development, and facilitation of bespoke learning and development programs, along with Leadership Development Coaching. My focus is on building leadership capability, designing learning pathways, and delivering workshops that create real behavioural and cultural shifts — not just for individuals, but for teams and entire organisations.

I love blending the creativity of learning design with the practicality of business outcomes. Whether I’m shaping culture programs, developing leadership frameworks, or facilitating in-person and virtual learning experiences, my goal is to help people learn in ways that feel engaging, human, and relevant.

Alongside my consulting work, I provide executive coaching and facilitation practices that support leaders and teams to navigate complexity with clarity and courage. Together, these roles give me a front-row seat to the evolving world of leadership, learning, and the human experience of work.

Human-Centred Learning Rooted in Connection

When I began my career, I thought being “humancentred” simply meant being approachable and kind. Over the years, I’ve learned it’s much more than that — it’s about co-designing with people, not for them. It’s about listening deeply, inviting participation, and creating experiences that meet people where they are.

My early career in large-scale IT organisations — EDS (now part of HP), SAP, NEC, and Dimension Data (now DXC) — taught me the importance of connection in complex systems. Technology may enable the work, but it’s people who bring it to life. That lesson continues to shape how I design and deliver learning today.

Being human-centred means creating experiences that are practical, inclusive, and emotionally resonant. It’s not just about transferring knowledge; it’s about enabling confidence, capability, and self-belief.

Creating Conditions for Others to Thrive

A good leader delivers results and manages performance. A transformational leader goes further — they create the conditions for others to thrive.

In hybrid, fluid workplaces, the most impactful leaders are those who lead with purpose and selfawareness. They communicate with transparency, stay curious about their people, and adapt their approach as circumstances shift. They don’t just manage — they coach, they listen, and they empower.

“A good leader delivers results and manages performance. A transformational leader goes further — they create the conditions for others to thrive.”

When coaching for transformational leadership, I use The Leadership Circle Profile™ (LCP) to help leaders understand how their inner world drives their external impact. Transformation happens when leaders become more conscious — more aware of their patterns, and more intentional about how they show up for others.

Empathy as the Key to Leading Change

As technology continues to automate the what of work, emotional intelligence becomes the defining capability for leaders — the how of work.

Empathy and emotional intelligence allow leaders to build trust and belonging, even in environments where digital tools dominate. As AI handles data and decision support, humans need to handle connection, meaning, and creativity.

The leaders who will thrive in the future are those who stay curious about people, remain adaptable, and hold space for uncertainty while keeping their teams grounded and inspired. Emotional literacy, more than technical literacy, will be the true differentiator of tomorrow’s leaders. I just got off a call with a coaching client who is struggling to lead through their current organisational changes. This is commonplace at present, and what we need to remember is that change does not stick without people’s adoption and adaption. Supporting and leading humans through change, and not just relying on the application of the technical and operational change process, is the key to success. The Kubler-Ross Change Curve is a great model to support leaders in understanding the emotional journey their people experience during times of transition. It reminds us that resistance, uncertainty, and even frustration are all natural human responses to change — not signs of failure.

Leaders who acknowledge these emotions, create psychological safety, and communicate with transparency help their teams move through change with confidence rather than compliance. It’s not about managing change; it’s about leading people through it — with empathy, clarity, and courage. That’s where true transformation happens.

The Human Side of Strategic HR

Stay endlessly curious — about people, technology, and business. HR today is as much about strategy and innovation as it is about people and culture.

Learn to speak the language of the business and understand the systems behind the human experience. But equally, don’t lose sight of empathy and connection — they’re your greatest assets.

And finally, back yourself. HR professionals are culture shapers and catalysts for growth. Find mentors who stretch your thinking, take on projects that challenge you, and always align your work with your values. The more authentic you are, the more impactful your contribution will be.

Leading the Future of Work

We’re at an exciting turning point in HR — where technology and humanity are intersecting in powerful ways. The challenge for leaders is to ensure that, as we embrace AI and digital tools, we don’t lose the essence of what makes work meaningful.

At shilo., I see every day how powerful it is when organisations design learning and leadership experiences that are both strategic and human-centred. When leaders connect purpose with practice, performance naturally follows. That’s the future of work I’m most passionate about — one that keeps people at the heart of progress.