AI workshops for leadership teams
Hands-on AI workshops for leadership teams, built on their own reporting, planning and decisions. The team comes away with a shared understanding of AI, decides where it changes the business, and turns what a few people do on their own into how the company works.
Where it starts
In most leadership teams, a few people are deep in AI and the rest aren’t sure where to start.
Even the ones who are deep often describe the same thing in different words. What leadership teams tend to see:
- a few leaders far ahead, talking past each other
- useful setups that live in one person’s account and go no further
- reporting and data chasing that takes up a large part of the week
- investor, banking and customer data that has to stay protected
What teams like this work on
Leadership teams decide how the rest of the company works with AI.
So the sessions cover two kinds of work: each leader’s own, and the decisions the team makes together about conventions, what to build first, and who owns it once it works.
Each workshop runs on the team’s own work. From leadership teams so far:
A brief prepared before each meeting from the CRM and notes, and a daily briefing set up with clear criteria for what matters.
Reporting built on a shared layer of the business’s own data, growing into a library of standard analyses anyone on the team can run.
Shared folders, naming, and a route for approving skills, so what one person builds can be used by everyone.
Two focus areas chosen before new projects begin, and an owner for each build once it works.
What stays human
Leadership teams keep the decisions and set the standard.
- Decisions about the business and its people.
- The bar for what’s actually right. Leaders define what good looks like and review against it.
- Protected data. Investor, banking and customer information follows the rules the company already has, and the leadership team decides who can connect what.
What changes
AI becomes how the company works, not one person’s habit.
At one investment firm, a session for the whole firm came first, then a smaller group of volunteers worked on their own projects in the same sessions. A few months later its leaders estimated daily AI use was up about three times, with the deal team building skills into its daily work.
“It was an incredible opportunity for executives to understand how AI works and how it can benefit them, their teams, and their company. We would bring him back in a heartbeat.”
Questions
Should we start with everyone, or with a few people?
Often both. One firm started with a session for everyone, then a smaller group of volunteers who wanted to go further. Who goes first is worked out on the call.
How do we keep it from depending on one person?
By deciding conventions together: where things are saved, how they’re named, and who approves what’s shared. The sessions make those decisions part of the work.
Who decides what data can be used?
The leadership team, with its own compliance and IT leads. The sessions show what each tool can see and do, so those decisions are made with the facts in hand.
Who keeps it going after the workshop?
Someone on the leadership team. The teams that kept going shared what they built and kept pushing for the next thing.
Other teams
Start with a call.
Thirty minutes about your team and its work. If a workshop would help, Harry would be glad to put one together.