AI isn’t just reshaping how we work; it’s also contributing to many workers’ sense of self. This can play out very differently for each person, from individual employees who are embracing the chance to blaze a new career path to those who are anxious and uncertain—and every angle in between. AI-first business leaders must live up to their title by enabling their organization, and everyone in it, not just to set new goals but to actually achieve them.
But that’s easier said than done. What does enabling employees to use AI look like in practice? It takes a comprehensive process built around commitment, persistence, and a human touch.
It begins with transparent communication about how AI will be used and its intended benefits. As employers, we have a responsibility to demystify AI and actively involve employees in its adoption. But the solution isn’t a one-size-fits-all approach. It can’t be done with one afternoon of training or by flipping a magic company-wide AI switch.
Assign those who are enthusiastic about tech to be “AI champions”
At my organization, we’ve found success by designating AI champions. These individuals are integral parts of every department, and they start by personally gathering feedback from their colleagues. They listen to the unique pain points, needs, and inefficiencies their specialized team members are facing, then develop and advocate for AI tools that address these issues. This is the most basic and perhaps most important step, the one that creates an environment of collaboration: Everyone is properly heard, including their fears and uncertainties, and their needs are met. In simple terms, it’s about starting with real empathy.
This might be enough for some employees who are excited about AI. They may already be leading the charge even without a designated champion, enjoying the feeling that they can do more because they’re comfortable using AI tools to their advantage. This is great: It multiplies the number of champions role modeling an AI-first approach throughout your organization.
Model AI skills for those who are more hesitant
For others, however, incorporating AI into their workflows is a new skill. Any one individual already possesses a complex array of skills, and some previously valuable ones, such as writing code or producing illustrations, may be less in demand; at the very least, existing skills may feel as if they’re losing value as the pace of AI innovation accelerates. This is the actual root of most opposition to AI, and it’s understandable.
At the same time, learning new skills isn’t a new phenomenon. Hunter-gatherers had to transition to using a plow, office workers had to familiarize themselves with personal computers, marketers had to adapt to social media: The list is as long as history itself. But none of these advances happened in a vacuum or overnight—understanding and then acceptance happened through collaboration and continuous learning.
That’s why, crucially, our champions’ roles don’t stop at simply providing new tools. They stay with their teams and support their colleagues in utilizing these AI tools effectively. They work as guides, checking in, answering questions, fine-tuning what works, and rethinking what doesn’t. Familiarity transforms apprehension into enthusiasm; it ensures that AI skills become tools for personal empowerment, achieving more ambitious goals, and innovating on an even bigger scale.
To truly address AI fears, employers must focus on equipping employees with new skills and the knowledge to use them. If they genuinely facilitate this process, they’ll help those same employees understand how their evolving skill set can bring even more value to their work and their world.
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