Tomorrow, I’m launching a 3-week-long AI opportunity discovery intensive with the leaders of one of America’s most admired professional sports organizations. Their training actually began weeks ago, when I started sending them daily personal GenAI drills. The reason I launched this way is, I’ve noticed what I might describe as rampant hypocrisy amongst organizational leaders.

Allow me to explain: I recently had a fascinating conversation with a top partner at a major consulting firm. She was telling me how they're selling AI “to every client, in every industry, for every function.” It's clearly a big part of their strategy. But when I asked if she was using AI herself, to assist with a simple task she presently dreaded (she had been stalling on finishing a performance review), her response was a self-righteous, "Never!"

The irony was palpable, and it got me thinking: why is there such a disconnect between what leaders advocate and what they actually do?

The Consultant's Contradiction

This isn’t an isolated incident. I’ve had similar conversations with senior leaders at tech giants who seem surprisingly unfamiliar with even the most basic AI tools available to the public. Dan Shipper and Kevin Roose also highlighted this trend in a recent interview. The contradiction is clear: while many leaders are champions of AI in public — telling other people (especially subordinates, clients and customers!) they need to use GenAI “for everything” — their own personal engagement with the technology is nearly nonexistent. This discrepancy raises an important question: if leaders aren’t using AI themselves, how can they expect their organizations to embrace it for maximum impact?

The Disconnect: Understanding vs. Using AI

So, what's behind this disconnect? It comes down to an unnecessary fixation on the technology itself. Most AI education focuses on explaining how language models work, but here's the thing: you don't need to understand how an airplane flies to travel, how the internet works to browse, or how your digestive system functions to eat. The same goes for AI. At this stage, actually using it is far more important than understanding the nitty-gritty of next token prediction. Leaders need to shift their focus from understanding every detail of AI to actually integrating it into their daily operations.

The Power of Experimentation

The seemingly endless evolution of AI is no reason to sit on the sidelines. Do not wait until the dust settles! Organizations that are already experimenting with new ways of doing business are the ones best positioned to ride the wave of emerging technologies. Take Netflix, for example. When DVDs came out, their ongoing experimentation (personalized shampoo? personalized dog food? VHS by mail!?!) allowed them to pivot quickly and seize a massive opportunity. Similarly, Amazon's relentless experimentation with AI has revolutionized its logistics and customer service, setting a high bar for the industry.

Readiness for Advancement

Or look at Dover, an AI startup that shared their story with me and Henrik on "Beyond the Prompt.” They had initially shelved an idea because it didn't quite work with GPT-3.5. But when GPT-4 launched, they revisited it and found that it now performed well enough to help them cut a major operational expense through automation. This example underscores the importance of staying agile and revisiting shelved ideas as technology evolves.

Leading by Example

The moral of the story? The time to start experimenting with AI is now. If “experiment” sounds too grand, just tinker. Seek out examples that stimulate your imagination. Leaders need to walk the walk, not just talk the talk. Early attempts might not be perfect, but the key is to start engaging and learning. The future belongs to those who are ready for it. Leaders who experiment with AI themselves can inspire their teams to do the same, fostering a culture of innovation and continuous improvement.

Conclusion

So, my advice? Start playing around with AI. Integrate it into your work. Don't be afraid to lead by example — tell people how you’re using AI yourself, like Section CEO Greg Shove has. After all, actions speak louder than words. By doing so, you not only bridge the gap between what you preach and what you practice (a long-cherished obsession of mine!) but also position yourself and your organization to thrive in the AI-driven future.

Related: Beyond the Prompt
Related: Declare an AI Recess
Related: BTP: Greg Shove
Related: Practice What You Preach

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