Standing in my hallway surrounded by broken glass, I asked AI for 10 terrible ways to respond. What came back changed how I think about parenting—and about AI.

Here's what I've noticed over the past year. (And yes, I include myself in this.) Leaders are really good at telling their teams to embrace AI. They're much less good at embracing it themselves.

A generation ago, you had to be independently wealthy to have access to intelligent assistance. Not anymore. I’ve got a team of advisors at my fingertips. And so do you.

Your organization spent years building innovation capability. Now AI arrives, and folks ask: 'Should we keep investing in creativity, or redirect that budget to AI tools?' The answer will determine whether you dominate the next decade—or get left behind.

What if the most powerful AI leadership move isn't answering your team's questions, but asking them one simple question instead? Five words that build capacity, create permission, and get you out of the bottleneck.

There’s a dangerous double standard that's killing our AI collaboration: abrilliant friend makes an honest mistake? We easily overlooked it. But if AI had done the exactly same thing we’d be furious. We'd conclude AI is either incompetent or broken. Our loss.

Last email: did AI help? Last presentation: did you get AI feedback? Last difficult conversation: did you practice with AI first? If you're answering "no" to most of these, you're not behind on AI adoption. You're committing professional negligence.

Most teams think they need more AI training. What they actually need is a loop: a reason to share, experiment, and learn in public. Here’s how to build that culture—one commitment at a time.

If the MIT study of AI failure rates surprised you, you need to update your priors. Innovation is about shots on goal, not perfect plans. Time to recalibrate how many attempts you’re making.

AI can do almost anything you ask—faster and better than you imagined. But it will never do the one thing that makes you irreplaceable. Here, I share how a piece of career-saving advice from my dad, a billion-dollar insight from Sam Altman, and lessons from leaders like Meta’s Josh To reveal the skill that keeps you indispensable in an “agentic” era.

Cleverly deploying AI is not merely speeding up innovation—it's unlocking a fundamentally different relationship with the creative process. Here’s how to shift from operation, to orchestration.

You know that moment when someone tells a story so perfectly out-of-step with the times that you laugh—then realize you're guilty of your own version? That's exactly what happened when Brice Challamel, Head of AI at Moderna, shared the origin of their company AI transformation mantra, "Don't be Fred".

Most organizations don’t fail at AI because of the tech. They fail because leaders reward critique over curiosity. Here’s how to flip the script before your next breakthrough dies in the room.

Most companies get AI adoption wrong because they're trapped in "value capture" mode. Efficiency plays might deliver measurable ROI, but they’re essentially defensive moves, and defense alone doesn't put enough points on the board to win. The real competitive advantage comes from "value creation."

Last week, I ran an innovation workshop for the thousandth time. But this time felt different. Every time I noticed that familiar moment where teams hit cognitive quicksand—where I'd normally say "this is the hard part, push through it"—something clicked. This is exactly when AI should step in.

I’ve been working on a radical new course at Stanford, which I’m excited to share more details on soon. In the meantime, sharing an early iteration of my thinking on the topic, in the form of my WSJ piece co-authored with the brilliant Kian Gohar.

This post marks my 200th edition of Methods of the Masters—and serves as a fitting bridge between my early focus on human creativity and more recent AI work. In an age of infinite AI inputs, our biology demands we cultivate equally intentional human disconnection strategies.

In five years, no one will care how many people logged into ChatGPT. They'll care about who used it to transform their work. The organizations that understand the difference between more use and better use are quietly outperforming their competitors-while everyone else celebrates meaningless "adoption" metrics.

I thought I was running a standard innovation workshop with one of my favorite clients. Instead, I came to face to face with my own biases, and accidentally broke an entire organization's understanding of what's possible.

My new favorite diagnostic: if you cannot find ways to generate more than $200 of value from frontier AI over the course of an entire month, you're failing a basic creativity test.

This isn't about AI's limitations—it's about yours.