A Slower Way to Learn AI

AI is still relatively new.

That matters more than we’re willing to admit.

Right now, there’s a rush to claim expertise—to label oneself an “AI consultant” simply because the technology is trending. I’m cautious about that. Novelty doesn’t equal mastery, and ill-advised confidence can create reputational, cyber, and leadership risks.

My own approach has been slower.

Over the past year, I’ve learned AI one interaction at a time—treating it less as something to master and more as a resource to engage thoughtfully. I don’t outsource my thinking to AI. I bring questions I’ve already sat with, reflect first, and then use it to explore angles or surface patterns I might be missing.

AI doesn’t lead my work. It supports it.

What leaders need less of right now is premature certainty. What they need more of is curiosity—and the willingness to say, “I don’t know yet.”

Technology moves faster than judgment. That’s why patience matters.

For me, ethical use of AI isn’t a statement or a policy. It shows up in daily decisions: staying people-first, keeping risk in view, and remembering that it’s not just about the answer—but how you arrive there.

There are many paths into AI. There isn’t one right way—especially in a space still unfolding.

And if there’s one thing I’m sure of, it’s this: using AI doesn’t automatically make anyone an expert.

How we use it matters more.