You're not too late (or too analog): Why good leaders must get curious about AI

When it comes to AI, you don’t need to be perfect. You just need to be present and open to the possibilities.  

For many executives, AI may still feel like it belongs to someone else—a tool for coders, futurists, or the colleague who always seems one step ahead on tech trends. But if you’re still holding off on using generative AI because you don’t think it’s for you—or worse, because you think you’ve already missed the boat—I have news for you: You are not too late and you are absolutely invited. 

In fact, I’d argue you’re required. 

Here’s the thing: Leaders don’t have to know how to code. But they do need to know how to lead in a world in which AI is becoming an invisible business partner by shaping workflows, influencing hiring decisions, and drafting half the content we scroll through every day.

AI is changing how we work. The question is whether you’ll let it change how you lead. 

The AI "expert myth" is holding leaders back

I cheerfully admit that I have spent a lot of my career avoiding the nuts and bolts of technology, especially data management. I worry that same image may steer people away from investing in AI fluency. Too often, it’s assumed that AI is the domain of technical specialists such as engineers, data scientists, or early adopters with a deep background in coding. That perception creates an unnecessary barrier for leaders across functions who may assume AI is outside their lane. 

The problem isn’t just about skills, it’s about mindset. When AI is seen as a tool only for certain roles or personas, we limit who engages with it and how. Research shows this dynamic plays out in real ways. For instance, a Harvard Business School study found women are adopting AI tools at lower rates than men, often citing concerns around ethics and the fear of being judged for relying on automation. 

For leaders, this is a signal to act. Our job is to make sure that AI fluency (like any emerging leadership competency) is accessible, inclusive, and demystified across the organization. 

Curiosity is a leadership competency

Curiosity is not a soft skill; it’s a strategic one. And when it comes to AI, it’s essential. 

I tell my teams that confidence with AI doesn’t come from knowing all the answers, it comes from being willing to ask questions. Fumbling through your first prompt or experimenting with a new tool is part of the learning curve, and as leaders, we shouldn’t be above that process. We should be the ones demonstrating it. 

At MCI, we use AI not just to produce better outputs, but to foster creative thinking. We ask, “What’s the human work here? What’s machine work?” And then we experiment. Need to turn a webinar transcript into a digestible blog post? There’s a tool for that. Need suggestions for having a tough conversation with a direct report? There’s a prompt for that, too. 

The goal is to empower our teams by freeing them up to do the work only people can do—the creative, strategic, relational stuff that moves an organization forward. 

Delegate to AI like you delegate to your team

Most senior leaders are excellent delegators, but few have extended that skill to AI. If you’re still sitting on a to-do list full of tasks that could be handled by a well-phrased prompt, you’re not being efficient. Think about it: You wouldn’t spend hours manually analyzing open-ended survey responses when someone on your team could do it faster and better. So why hesitate to let AI summarize the insights, shape a first draft of your recap email, or generate a list of action items from a meeting transcript? 

AI is your junior associate who works 24/7. Use it that way. 

Stop wearing "busy" like a badge

Busy has become our default state, but staying busy because we’re unwilling to experiment with new tools isn’t noble. In fact, it may signal to your teams that experimentation is unsafe, that trying something new is a risk. 

The leaders I admire aren’t the ones with the most packed calendars. They’re the ones who make space for creativity, for connection, for coaching. AI can help us reclaim that space, but only if we let it. 

The risk of never getting started

The reality is, if you’re asking AI to do something you don’t understand, you may not know if it’s right. That’s a valid concern, but it’s not a reason to avoid it altogether. Actually, it’s a reason to engage thoughtfully. AI is a partner, not a shortcut. You still need judgment, ethics, and oversight. 

Thus, the real leadership challenge. It’s not just how to use AI, but how to lead your teams through its integration with nuance, equity, and a willingness to learn out loud. You don’t need to be perfect, you just need to be present and open to the possibilities.  

So, no, you’re not too late. You’re right on time. 

Just don’t wait too much longer. 

This article was originally published in Fast Company.