Leading through AI: 3 ways leaders can help people adapt and thrive
Artificial intelligence is changing the workplace at a remarkable pace. New tools promise greater productivity, faster decision-making and new ways of working. But for leaders, the challenge isn’t simply deciding whether to adopt AI. It’s deciding how to help people succeed alongside it.
Guy McHendry, PhD, associate professor of communication studies at Creighton University, says leaders don’t need to become AI specialists. They do, however, need a working understanding of how generative AI is changing their industry.
“If this is something you don’t have a lot of knowledge of, you have to brush up on the basics,” McHendry says. “You don’t want to make decisions about technology you don’t understand.”
That starts with recognizing that AI isn’t one thing. From automation to generative AI, different technologies have different capabilities, risks and opportunities. Understanding those differences can help leaders make informed decisions rather than chase the latest trend.
McHendry shares three ways leaders can approach AI with curiosity, transparency and purpose.
1. Understand the technology and start with purpose.
The pace of AI adoption is creating a new challenge for organizations: Leaders need to understand both the technology and the people who will use it.
Rather than trying to implement everything at once, McHendry encourages leaders “to start small and listen to employees. You need to have a clear vision of what you want AI being used for.”
That vision should begin with a basic question: What problem are we trying to solve?
Leaders can also ask:
- How does this support our mission?
- Where should human judgment remain central?
Starting with purpose can help organizations avoid adopting technology simply because it is new.
McHendry points to Creighton University’s approach to AI, where early conversations began with mission rather than technology.
“We weren’t going to move in a direction that was counter to what our mission is,” McHendry says. “We were seeking guidance from the mission.”
For leaders, that means considering not only what AI can do, but what it should do.
2. Empower people and build AI skills across your team.
Every organization has employees who are experimenting with AI, learning new tools or discovering smarter ways to work.
Rather than trying to have every answer, leaders should identify people who are developing expertise, earn their trust and empower them to help shape the organization’s approach to AI.
“One of the hardest things about being a leader is knowing when to get out of the way,” McHendry says.
Leaders can create space for employees with emerging expertise to test new tools, share what they learn and help colleagues understand how AI can be used responsibly.
“You have to identify people in your organization who have a talent or knowledge in this field and empower them,” McHendry says. “You have to provide AI training as part of the development of your employees.”
Training should be more than a one-time introduction to a new tool. As AI continues to evolve, employees will need opportunities to build their skills, ask questions and learn from one another.
That approach also reinforces an important leadership principle: Innovation does not always come from the top. Sometimes, the people closest to the work are best positioned to see where a new technology can create value.
3. Communicate openly and keep listening.
AI raises understandable questions about the future of work. Employees may wonder whether new technology will change their responsibilities or even replace their jobs.
Avoiding those conversations only increases uncertainty.
Leaders should communicate clearly about why AI is being adopted, what they hope to accomplish and where human expertise remains essential.
“It’s important that your employees understand where you want them involved through the process. They are still part of the company,” McHendry says. “Be transparent about your strategy and expectations.”
That conversation should continue after a new tool is introduced. vSuccessful AI adoption does not end when an organization purchases a platform. Leaders should continue listening as employees use AI in their daily work, asking what is helping, what is creating challenges and what needs to change.
It is possible for productivity metrics to improve while employees experience declines. That’s why organizations should measure both performance and people’s perspectives.
“The metrics aren’t going to be meaningful if you’re not listening to your team,” McHendry says. “Ask for feedback and take it seriously, even when it’s not quite what you want to hear.”
When employees understand how they contribute to the organization’s future, they are more likely to see AI as a tool rather than a threat.
How leaders can balance AI and human judgment.
History shows that every major technological shift is met with uncertainty. AI is no different.
The organizations that thrive won’t be the ones that move the fastest. They’ll be the ones that remain grounded in their values, communicate openly and equip people to grow alongside the technology.
Ultimately, AI is a leadership challenge before it’s a technology challenge. For leaders, the goal is not simply to determine what AI can do. It is to determine how the technology can help people do meaningful work, advance the organization’s purpose and create lasting impact.
Explore how to leverage AI as a collaborator that improves productivity while keeping human oversight, strategy and purpose at the center in the self-paced course Thriving in the Age of AI.
