Decision-making

Responsibly integrating AI systems doesn’t mean leaving tools to learn “on their own” and at the expense of potential clients. It means understanding and identifying where the decision layers exist and how to intentionally direct, evaluate, and oversee them. The goal isn't to create a system that can never drift. The goal is to understand where drift can occur, establish appropriate guardrails, and maintain enough human oversight to recognize and correct it when it does.

AI may have much of the internet, but it doesn’t have you. The value of service businesses, and usually entrepreneurs in general, has always been the knowledge, experience, and judgment learned over the years of the people behind the service. That’s the real value the client is paying for.

The problem with the race to get to the result is that it cuts out all the intentional interaction needed with AI to learn how to evaluate those results. Workflows should be something that develop naturally — not something forced. Users running similar scenarios through AI multiple times begin to recognize patterns and effects that different interactions have on outputs. This is essential to what we call ‘operational literacy with AI.’

Making quality, intentional training available for the workforce is no longer a luxury we can afford to ignore. Asking members of your organization or team for all the “cool” workflows and systems without directly teaching them the stepping stones required to get there is not only unfair to them, it is also dangerous for your organization.

There is no shortage of information about AI and how to use it successfully online. The challenge a lot of professionals face is finding useful, accurate information that isn’t clickbait or someone trying to sell a quick, easy fix. Let’s be clear from the start. AI is not a fast, easy fix. It takes work and time. In the beginning, it usually takes more time than most people expect. The benefit is that if you’re willing to invest that effort up front, the return tends to grow

AI’s effectiveness depends on human involvement throughout the process. It can generate options, structure ideas, and accelerate your thinking, but it cannot replace you. It does not replace your experience, your judgment, your values, your sense of right and wrong, or your instinct that only comes from actually doing the work. If something feels off, then do something about it. The output won’t fix itself.

It is often said that when Michelangelo was asked how he created David, he explained that he simply removed everything that was not David. As someone who does not consider himself particularly artistic, I have always found that idea fascinating. I can hardly open a full fridge and figure out what to make for dinner, let alone look at a block of granite and see a work of art. The mind truly is a powerful thing. The masterpiece was not created in the traditional sense; it was r

Most people are worried that artificial intelligence is going to replace them. That concern is not new. When Dorothy Vaughan began working with early computing systems at NASA, the same fears were already present. Machines were entering the workplace, and many believed they would make human roles obsolete. Vaughan chose a different response. Rather than resist the change, she went to the library and taught herself how to work with the new system. She did not view the technolo