Most leadership teams I work with have an honest read on one or two dimensions of their organization’s artificial intelligence (AI) readiness (usually strategy, sometimes infrastructure) and a partial or absent read on the rest. The strategy gets built on the...
Most leadership teams I talk to have at least one leader who is confident about their artificial intelligence (AI) readiness. The decks are sharp, the pilots are running, the vendor conversations are progressing. One pattern I have noticed: confidence rarely extends...
When leaders tell their teams to “find their passion,” they think they’re being inspiring. One pattern I’ve noticed is that this advice — however well-intentioned — actually makes high performance harder, not easier. Here’s why it...
In the first two posts of this series (Managers vs. Leaders and Two Rare Breeds), we’ve established some uncomfortable truths: Only 10% of people have natural management talent. Only 18% of those in leadership positions are actually good at leading. And the...
Most leaders I work with are not confused about whether AI is important. They’ve seen the board presentations, the competitor announcements, the vendor pitches. They’ve attended the conferences and read the think pieces. They know. What they’re stuck...
Let’s stop pretending this is a semantics problem. Organizations aren’t struggling because they don’t understand the difference between managers and leaders. They’re struggling because they refuse to respect the difference. And the cost shows...
