The most effective users of AI tools don't treat them as black boxes. They succeed by using AI to go deeper, understand the process, question outputs, and iterate. In contrast, those who get stuck use AI to distance themselves from the work, avoiding the need to learn or challenge the results.

The most significant risk of AI is abdicating human judgment and becoming a mediocre content generator. Instead, view AI as a collaborative partner. Your role as the leader is to define the prompt, provide context, challenge biases, and apply discernment to the output, solidifying your own strategic value.

As AI democratizes the technical aspects of content creation, the ability to guide it with unique perspective, craft, and taste becomes the key differentiator. AI is a powerful tool for experts to scale their vision, but it cannot replace the vision itself.

If AI were perfect, it would simply replace tasks. Because it is imperfect and requires nuanced interaction, it creates demand for skilled professionals who can prompt, verify, and creatively apply it. This turns AI's limitations into a tool that requires and rewards human proficiency.

True success with AI won't come from blindly accepting its outputs. The most valuable professionals will be those who critically evaluate, customize, and go beyond the simple, default solutions offered by AI tools, demonstrating deeper thinking and unique value.

To effectively leverage AI, treat it as a new team member. Take its suggestions seriously and give it the best opportunity to contribute. However, just like with a human colleague, you must apply a critical filter, question its output, and ultimately remain accountable for the final result.

AI is commoditizing knowledge by making vast amounts of data accessible. Therefore, the leaders who thrive will not be those with the most data, but those with the most judgment. The key differentiator will be the uniquely human ability to apply wisdom, context, and insight to AI-generated outputs to make effective decisions.

GSB professors warn that professionals who merely use AI as a black box—passing queries and returning outputs—risk minimizing their own role. To remain valuable, leaders must understand the underlying models and assumptions to properly evaluate AI-generated solutions and maintain control of the decision-making process.

Don't use AI to generate generic thought leadership, which often just regurgitates existing content. The real power is using AI as a 'steroid' for your own ideas. Architect the core content yourself, then use AI to turbocharge research and data integration to make it 10x better.