This is the second in a series of blogs about how you might set up for success in the face of rapid expansion of Artificial Intelligence. You can read the first of these entries, here.
Behavior change is hard. It’s even harder when the people on your team feel disconnected from their purpose, especially in workplaces undergoing significant technological transformations. To harness the potential of Artificial Intelligence (AI) while empowering people, organizations must inspire purposeful change. When individuals see how their work aligns with broader goals and how AI enhances their impact, meaningful adaptation becomes possible.
Imagine the impact your actions could have.
Let’s start with this idea of connecting actions to purpose. If there’s one thing people struggle with, it’s finding a reason to care beyond their immediate task list. But here’s the kicker: when people understand how their day-to-day grind actually fits into the larger picture, something shifts. Take, for instance, an engineer who’s used AI to streamline product design—not just to save time but to create something environmentally friendly in record time. That’s not just work; that’s impact. Or think about a customer service team that used AI to comb through endless client feedback and spotted trends they would’ve otherwise missed. Suddenly, satisfaction rates shot up, and they felt the thrill of seeing real results. These aren’t just stories; they’re proof that when people see the purpose behind the tools they use, they engage differently. They care more.
And then there’s this thing about aligning personal goals with the organization’s mission. I’ve seen it happen—someone realizing that the skills they’ve always wanted to develop, or the project they’ve been secretly itching to work on, actually aligns beautifully with what the company needs. It’s like finding out the puzzle piece you’ve been holding fits perfectly into a bigger picture you didn’t even know existed. Imagine sitting down with your team and saying, “Hey, how could you use this AI tool to free up time for what really excites you? What would it look like if you spent those hours doing something that makes a difference—to you and to us?” That’s the sweet spot where ownership and innovation thrive.
Teaching Systems Awareness for Organizational Alignment
Here’s the thing: people can’t make good decisions about how to spend their time if they don’t understand the system they’re working in. I mean, how often have you been in a meeting where someone’s brilliant idea gets shut down because it’s “not aligned” with the organization’s goals—and you’re left wondering what those goals even are? Helping team members see the bigger picture isn’t just helpful; it’s essential.
One approach I’ve seen work is keeping goals front and center, but not in a heavy-handed, corporate-jargon kind of way. It’s about breaking things down simply: what are we trying to do as a company? Why does it matter? And how does your work—yes, your specific, unique contribution—move the needle? Imagine a manager sitting down with their team and saying, “Okay, if you’re improving the quality of this report, that means fewer errors for the sales team. Fewer errors for the sales team means faster responses to clients. Faster responses mean happier clients, which, let’s be real, means more revenue. You’re not just fixing a report; you’re driving success.”
And then there’s this idea of systems thinking. It’s not just for engineers or supply chain folks; it’s for everyone. Teach people to map out how their work connects to others. Ask questions like, “If I improve X, what happens to Y?” Or run scenarios where they have to choose between delivering faster, improving quality, or trying something new. Let them wrestle with the trade-offs. That’s where the magic happens—when people see the ripple effects of their choices.
Building Decision-Making Skills for Freed Time
Now, let’s talk about this extra time AI is supposed to give us. I know what you’re thinking: freed time often turns into more emails, more meetings, or—let’s be honest—more scrolling. But it doesn’t have to be that way. If anything, this is the perfect opportunity to teach people how to prioritize in a way that actually makes sense.
Have you ever used an Eisenhower Matrix? It’s a fancy way of saying, “Figure out what’s important and what’s urgent, and don’t waste time on the rest.” Picture this: you’ve saved 15 hours this week. Instead of diving into busywork, you ask yourself, “What’s one high-value, non-urgent thing I can finally tackle?” Maybe it’s planning for next quarter. Maybe it’s brushing up on a skill you’ve been neglecting. Whatever it is, it’s got to be something that matters.
And here’s another idea: reflection. Create a simple template—something like, “What did I do with my freed time this week? Did it align with team or organizational goals? What outcomes did it produce?” Not in a micromanaging way, but as a tool to help people see the value they’re creating.
Fostering Intentional Communication
Here’s a truth we don’t talk about enough: good communication can make or break how we use our time. If someone frees up 15 hours but doesn’t tell anyone what they’re doing with it, that’s a missed opportunity. Imagine if we taught people to share their intentions upfront: “Hey, I’ve freed up 15 hours this week, and I’m planning to spend it improving the reporting dashboard so our team can make faster decisions.” Clear, right? And now everyone knows what’s happening.
And don’t stop there. Build in regular check-ins where people can share what they’ve done and what impact it’s had. Not in a “heavy accountability” kind of way, but more like, “This is how I’m contributing, and here’s how it’s helping us move forward.” Plus, if you can get teams talking about how to pool their freed time, that’s when you start tackling bigger challenges together.
Building a Culture of Learning and Growth
Finally, let’s talk culture. If we want people to use their time well, we’ve got to create an environment where it’s okay to experiment, reflect, and try again. Think about it: what if we encouraged team members to test different ways of using their freed time? One week, they focus on speed; the next, they prioritize quality. Then they compare what worked and why.
And let’s not underestimate the power of peer learning. Create spaces where people can share their successes. Maybe someone used their extra time to streamline documentation, and it ended up cutting onboarding time for new hires by 20%. That’s gold, and it should be celebrated—not just by managers but by peers.
Speaking of celebration, recognition matters. When someone uses their time to make a meaningful impact, call it out. Whether it’s a shout-out in a meeting or a more formal reward, it reinforces the idea that their efforts matter.
Supporting Behaviors with Tools
Of course, none of this happens in a vacuum. Tools can help. Imagine a dashboard that shows everyone how their work ties into the company’s bigger goals. Or an AI system that suggests high-value tasks for freed time: “You’ve saved 15 hours this week. How about tackling this project that’s been on the back burner?” And let’s not forget performance feedback. AI can analyze outcomes and offer constructive suggestions: “Your freed hours resulted in X% improvement in response times. How about applying that same approach here?”
Evaluating Change
At the end of the day, the question isn’t just, “Are people using their time differently?” It’s, “Are they creating real value?” Look for signs of meaningful change. Are employees spending time on high-value tasks? Are they balancing quality and speed? Are they aligned with organizational goals? And—maybe most importantly—are they collaborating and innovating in ways that move the needle?
Final Thoughts
This isn’t just about training people to use AI tools. It’s about creating a system where freed time becomes an opportunity for growth, innovation, and real impact. It’s about helping people see that their work matters and giving them the tools and culture to make the most of it. Because when people feel connected to their purpose, the possibilities are endless.
Quick Guide to Planning a Learning Program for AI Adoption
| Step | Action |
|---|---|
| 1. Inspire Purpose | Share real stories of AI impact. Help team members align personal goals with organizational priorities. Encourage ownership of freed time for meaningful projects. |
| 2. Teach Systems | Clarify organizational goals and their connection to individual roles. Use systems thinking exercises to map workflows and highlight ripple effects of decisions. |
| 3. Build Decision Skills | Introduce prioritization tools like the Eisenhower Matrix. Provide templates for reflecting on time use and aligning with goals. Suggest high-value task ideas. |
| 4. Foster Communication | Train team members to share their plans and outcomes clearly. Create team check-ins for pooling resources and addressing collective challenges. |
| 5. Cultivate Growth | Encourage experimentation and peer learning. Recognize impactful use of time with formal or informal rewards. |
| 6. Leverage Tools | Implement dashboards to track goal alignment. Use AI for task suggestions and feedback loops. Provide transparent insights into the impact of freed time. |
| 7. Measure Outcomes | Track time use, task value, goal alignment, and collaborative efforts. Adjust the program based on what works and what doesn’t. |
I’m eager to hear your thoughts. Have you begun to plan or implement a Learning Program for AI Adoption? Can you share your experiences? What kind of feedback and directives are you getting from organizational leaders? How will you implement your AI Adoption plans? Please don’t be shy – let me know in the comments.
