Historically, the hard thing was making stuff - someone had to write code, put together that PowerPoint, write the copy and produce the video.
That world is done.
Generative AI allows us to produce more or less whatever we want in quantities and at speed that no human can match.
This means that the bottleneck is no longer creation.
Instead, the bottleneck is judgment. And we need it for 2 things:
- In a world where anything can be created, we need judgment to decide what's worth creating;
- We need judgment to decide what's good and what's AI slop.
I'm pretty sure this is going to be one of the defining skills of the AI world. And so that's what I help leaders and teams develop.
Most capability development tries to change what people know. I try to change what people do — in the moments that actually matter
Who it’s for
This works best for organizations that:
- Are actively preparing for the changes that AI is causing in the world of work
- Have strong talent but want stronger judgment and decision-making
- Face complexity: multiple stakeholders, competing priorities, real uncertainty
- Want leadership development that is rigorous, practical, and intellectually honest
- Value reflection - but insist on action and results
Not a fit if …
- You want a one-off session with no intention to change how leaders actually work
- You want “best practices” without context, trade-offs, or hard thinking
- You want training on tools you've just bought
- You’re looking for hype, certainty, or quick fixes
People think development means telling people what to do. I think it means teaching them how to figure it out for themselves.