Get good at AI and bring your whole team along with you
When a leader is driving AI adoption across their organization, the technology is rarely the hardest part. The hard part is the person who's all in sitting next to the person who's hoping it quietly blows over. Tensions get dragged into the open. I pinpoint where the team is actually stuck, work with leaders on how to guide adoption, and run hands-on sessions where people learn approaches that will serve them beyond the next impending advancements, so the whole team moves together.
What I hear from leaders I work with:
- "My team is all over the map: some are deep in the tools, some are quietly resisting."
- "People are worried about their jobs, about being left behind, about what this does to the skills."
- "I'm the one meant to lead this, but I'm still finding my footing and don't know what the right approach is."
- "There's far more hype than clarity, and I can't tell what's real for us."
- "The moment we started rolling out AI, it forced tensions that we hadn't been dealing with head-on yet."
Get the whole team moving
When leaders adopt AI in the open with their team, trust and adoption move faster. I work with teams from a dozen to several hundred. The most senior leaders in the room engage hands-on as users alongside their people, whether that's a CEO, an executive director, or a founder. Together they discover where AI will actually make a difference and what needs more exploration or skill-building. With larger teams, an assessment phase turns super users into partners who co-create methods to engage their colleagues, resulting in stronger adoption and an approach fit to the organization and its culture.
Assessment
Together, we clarify where the team actually struggles, be it security worries, quiet refusals, or the gap between people already deep in the tools and people avoiding them, and what might get everyone working with AI better together.
Strategizing with Leaders
Leaders get a thought partner on guiding adoption: what to expect from the technology, what to ask of their people, where to set expectations, and how to lead while still finding their own footing.
Hands-on Team Sessions
I design and run sessions where teams get smarter about AI by using it on their own real tasks. The sessions get teams out of single-player mode to learn from each other, improving work processes and building practical judgment about how and when to use AI together.
Recent Work
A siloed team eager to adopt AI, caught on security and uneven uptake
Leadership worried that a siloed team with different responsibilities and technical skill couldn't come together around AI. Early experiments created security problems that had leadership on their back heels. I coached the leaders and ran hands-on sessions with the whole team; sharing across functions unlocked more diverse use cases than they expected.
A digitally native organization uneasy about what AI does to their craft
A Gen Z–dominant workplace was uneasy about what AI meant for their digitally native craft. They didn't know how to resolve the personal threat and central role in their work. Leadership wanted to motivate the team without dictating if or how anyone uses AI, so I opened their learning day with a keynote to hundreds of employees, recasting AI as a complement to their strengths rather than a threat.
A team split between eager adoption and terrified refusal
A capacity-strapped nonprofit's board wanted grunt work and inefficiency lifted off the team. They knew the team was capable of more. Adoption ran from open-hearted embrace to terrified disengagement and worry about de-skilling. I worked with the group to move past the overt hangups and land on the concrete ways AI could lighten the drudgery.
What Teams Come Away With
Shared language and expectations
A shared way of talking about AI and clear expectations for how it fits the work, that hold even when people's comfort with the tools varies widely.
AI put to work on what the team actually does
People using AI on their own real tasks and work streams, directed at the outcomes the team is accountable for.
Confident, informed judgment
A clear sense of when to reach for these tools and when not to, in place of fear and quiet resistance.
Gains across the whole system, not just individuals
People share use cases, help each other improve, and surface failures openly, so solutions spread across the whole organization.
The footing to keep adapting as AI changes
Core skills and practices carry teams not just through adoption now but through constantly evolving as the technology shifts under everyone's feet.
Get in Touch
Tell me where your team is with AI and what you are trying to move. Use the form below or reach me directly via email. I work in person and remotely, based in New York City.