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.

Satya Nadella, Brice Challamel, Garry Tan, and Andrej Karpathy agree: you just took on a new role at work, but nobody told you. Most people don't even know it yet. Are you one of them?

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.

Most leaders think credibility comes from having all the answers. In the AI era, it's the opposite—credibility comes from admitting you don't know and doing something about it. Here's how to become the kind of leader who can actually drive organizational change instead of just demanding it.