A common mistake for new leaders is prioritizing and defending their functional team. The correct approach is to view the executive leadership team as their "first team." This requires prioritizing the overall business, understanding cross-functional needs, and acting as a business leader first.
The best test of knowledge is the ability to teach it. By having employees explain a new AI tool or workflow to their peers, they are forced to solidify their own understanding and identify knowledge gaps. This process turns passive learning into active expertise.
Esper established a clear policy for employees to pilot new AI tools. They can experiment without ingesting proprietary data, then submit promising tools to an IT and security-led committee that promises a quick decision. This approach balances fostering innovation with maintaining security.
To effectively lead through the AI transition, executives should embrace a growth mindset of extreme curiosity and be comfortable admitting they don't have all the answers. This models the desired behavior for their teams and positions AI as a "co-pilot" for collective learning.
Instead of immediately seeking outside consultants, leaders should identify and empower employees who are already using AI effectively. This validates their initiative, leverages existing knowledge, and provides them with a clear path for professional development and company-wide impact.
An ex-Amazon AI strategist advises pairing the CEO with the Chief People Officer to lead AI initiatives. This frames the transition as a change management and cultural challenge, ensuring the human element remains central to technology adoption and elevates the CPO's strategic role.
Bill Glenn suggests a phased AI rollout for teams. Phase 1 focuses on efficiency and automating repeatable tasks to gain productivity. Phase 2 moves to strategic work, using AI for insights and decision-making assistance. This provides a clear, manageable roadmap for adoption.
AI lowers the barrier to building products, empowering students to pursue entrepreneurship over traditional jobs. They can leverage AI to create ventures without needing large engineering teams, reframing the "AI will take jobs" fear into an "AI will create entrepreneurs" opportunity.
Esper's executive team preemptively created a cross-functional AI policy, appointing a coordinator while mandating that each functional leader develop their own strategy. This prevented rogue AI use and ensured a cohesive, company-wide approach instead of isolated efforts.