Strategic change often stalls after the initial excitement fades, especially when the change involves future scenarios that might be uncertain, unknown, or challenging. Instead of letting all that strategic thinking go to waste, focus on small, immediate actions that fit into existing workflows rather than creating extra work. Don't just inspire people in the moment; start building a culture where you support, empower, and encourage them to welcome and embrace change.

https://swiy.co/go-strategy-to-action

How do you turn strategy into action?

Next month, I’m running a workshop at a strategic leadership forum for an organisation in Melbourne. They bring together their top 100 leaders every six months to work on the big issues facing their organisation. The CEO told me everybody loves those sessions, and they walk out energised and motivated.

But ... Very little changes in practice. The leaders walk out with the best of intentions, ready to roll up their sleeves and put the big ideas into practice. But then life gets in the way. They get caught up in the everyday operational work, so those big ideas get forgotten.

And it’s not surprising. Because those big ideas are new.

And challenging.

And ... well, big!

So it’s easy to put them off until things get quieter, or easier, or less chaotic.

Of course, that never happens!

So how do you turn strategy into action? How do you stop all that great thinking go to waste?

The big mistake leaders make is they try to do too much at once.

They might be excited by the idea. And why not? After all, it was probably their idea! And they can’t see why everybody else is not as excited.

And that’s the problem. For others in their teams - and often even for the leaders themselves - implementing big ideas takes time.

And effort.

And courage.

And a willingness to be uncomfortable.

So it’s not surprising they don’t jump at the chance!

If you don’t have a culture of change agents - where your people are open, willing, or even excited about change - you’ll be fighting an uphill battle.

So what can you do?

First, don’t give up on that big idea! It might be crucial part of your strategy.

But also work on building your culture of change. And that happens one step at a time.

So give them the big picture, but also give them things they can put into action - right now. And ideally, those small actions don’t add to their workload, but slip in as part of their work.

Your goal is not to get other people to do the work for you, but to build a culture where people are open to change.

And there are some really specific things you can do as a leader to start building that culture.

I won’t go into the details here, but I want you to start thinking that way. If your people are slow to change, think first that it might be YOUR fault. Which means you can fix it. You can’t force people to change, but you can create an environment that supports and even rewards them for having that change mindset.

I’m running an online presentation soon. We’ll look at the future of work in four specific areas. And in each, I will give you a practical action you can use to build that culture of change. And of course, in the spirit of this topic, they are things YOU can do easily as well!

It’s free, public, and open to all. So please join us, and invite others in your team and network as well.

https://swiy.co/go-strategy-to-action

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Do you have a bad attitude at work?

Specifically, do you have a bad attitude about AI at work?

If you’re a leader or a manager, having a bad attitude about AI is not just bad for yourself – it’s bad for your team as well. Those bad attitudes are contagious.

We should be excited and curious about AI.

We should be appropriately cautious about using AI.

And we should be unsure about AI because we don’t know what it will look like in the next five years (let alone two years).

If anybody tells you they know exactly where AI is headed, they’re either lying or deluded.

So, if you say, “I’m excited about AI, I’m cautious about AI, and I’m unsure about AI”, that’s a really good start.

But be careful!

One thing I’ve noticed is that some people who admit to being unsure about AI turn that uncertainty into a roadblock. They say, “I don’t know enough about AI, so let’s wait until we get it exactly right before we do anything”.

And then … nothing happens!

Not only do YOU do nothing, but more importantly, you stop your team – or even your entire organisation – from doing anything.

That’s the bad attitude I meant.

Be unsure about AI (that’s health), but channel that uncertainty into education, practice, and professional development. That way, you can understand the risks, challenges, and opportunities – so you and your team can make informed decisions.

The real danger is when leaders take a passive stance: “We don’t know enough, so let’s just wait”. That attitude spreads, and suddenly, an entire team holds back, even when some are eager to explore AI.

A recent global survey by Slack revealed some interesting insights about AI in the workplace. In Australia, the results were largely positive: three-quarters of knowledge workers are using AI at work.

BUT ... Almost half (42%) of those who use AI at work feel uncomfortable telling their manager about it!

Why?

When asked, employees gave three main reasons:

1. Their boss might think they are less competent because they relied on AI.

2. Their boss might think they are lazy for using AI instead of doing the work themselves.

3. Their boss might see AI as cheating.

This is an outdated mindset.

Imagine if someone said, “Instead of spending 10 minutes with Google, I spent 10 hours in the library”.

That might have been reasonable 25 years ago, when search engines were new. But it would be bizarre now.

AI is heading in the same direction. In some organisations, it’s already as natural as using Google. In the next year or so, that will be the norm, not the exception.

As a leader, your attitude matters!

If you haven’t started integrating AI into your team, now is the time.

And the first step is simply to talk about it.

Ask your team how they feel about AI.

Are they excited? Cautious? Unsure?

How do they think AI could help their work?

What concerns do they have?

What opportunities do they see?

By starting the conversation, you set the tone.

And if you already have people in your team who are keen to use AI, identify them, support them, and let them be your AI champions.

AI isn’t just on the way – it’s already here. The real question is: Are you embracing it, or are you holding your team back?

Download my worksheet here to help craft some initial conversations about AI with your team.

Download the worksheet:

https://swiy.co/go-ai-attitudes

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Adopting AI successfully isn’t about the technology – it’s about your culture. As a leader, your role is not to dictate AI use, but to create an environment where people feel empowered to explore, leverage, and share AI-driven innovations with everybody else.

https://swiy.co/go-ai-in-your-team

Do you have hidden AI talent in your teams?

In the last week, I had two very interesting conversations with senior leadership teams from two very different organisations in completely different sectors. Despite their differences, they had one key thing in common: they were both thinking about how to integrate AI into their organisations.

What struck me was I had almost identical conversations with both teams.

At first, they were talking about what they needed to do was understand AI, craft an organisation-wide AI policy, create strict rules about using AI, engaging IT in creating a safe environment, and so on.

And then came the turning point.

In the middle of this discussion, one person - let’s call her Mikaela - spoke up. In both cases, “Mikaela” wasn’t the Chief Technology Officer, The Chief Information Officer, the Head of IT, or anyone formally responsible for AI. She was a senior leader, but in a non-technical role.

She shared that she had uses AI regularly in her day-to-day work: Experimenting with ChatGPT to draft emails, analyse spreadsheets, conduct competitor analysis, and explore how her team could use AI in their roles. She had even paid for her own subscription to access advanced features and had taken the time to dig deep into the technology.

So when these leadership teams asked me how they should approach AI adoption, my response was clear:

Find and support AI champions in your organisation.

For those senior leadership teams, “Mikaela” is their AI champion! She isn’t formally responsible for AI strategy, but she is curious, proactive, and already using AI to solve real problems. And every organisation has people like her.

The role of senior leadership is not to dictate how AI should be used from the top down. Instead, it’s about helping leaders and managers throughout the organisation to find, facilitate, and support their own AI champions.

This is where many organisations go wrong. The traditional approach is to impose new initiatives from the top down. But that usually takes a long, long time. And with AI, which is moving so fast, it’s difficult to get it right.

A faster, more effective approach is to focus on culture, and start using AI everywhere. Adopting AI is not about the technology. Well it IS, but it’s really about people and technology working together.

And that starts with your people.

For more, join my online presentation about people-powered AI. It’s free, public, and open to everybody. And feel free to invite others in your team and network as well.

Register for the virtual masterclass:

https://swiy.co/go-ai-in-your-team

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If you’re still dragging your feet about adopting AI, don’t! It isn’t some distant future technology – it’s already here, and in five years it will be as normal as smartphones or spreadsheets. Smart leaders are already using it to enhance their customer experience, boost productivity, and make better decisions. And don’t just wait until you’re ready for the technology; you also need to bring your people along on the journey.

https://swiy.co/go-ai-in-2030

A few weeks ago, I was speaking at two conferences in the Northern Territory – one in Alice Springs and one in Darwin – for tourism and hospitality operators in those towns to understand what’s coming in the future and how they can take advantage of those changes.

During the Q&A segment of my presentation, a tour operator in the audience asked me:

"What will be the biggest impact of AI in the tourism sector in the next five years?"

This is a smart question – not just for tourism, but for any industry. You probably should ask the same thing about your own sector.

But wait ... To be more precise: This is a smart question NOW – in 2025. But in the next five years – by 2030 – this would be a dumb question!

Why? Because by 2030, AI will be a standard part of how we work, just like smartphones, laptops, workplace culture, innovation, and change management. We don’t ask, “What will be the impact of computers in our industry?” because we already know they are an essential part of doing business.

The same will be true for AI.

Even now, forward-thinking businesses and leaders are using AI to enhance their customer experience, build marketing campaigns, analyse data and reports, record meetings and automate follow-ups, and much, much more.

Some organisations are already integrating AI into almost everything they do.

But many are still hesitant. Right now, that’s OK – because your competitors and customers might not be doing it.

But by 2030, AI won’t be optional.

Where do YOU stand with AI?

If you’re hesitating – waiting until the tech is better, you’ve crafted the perfect policy, or have recruited the best IT people – you’re falling behind!

The good news is it’s not too late. But you need to start now.

Most importantly, you need to bring your people along on the journey. AI adoption isn’t just about technology; it’s about people. If you introduce AI before your people are confident, comfortable, and competent with it, they won’t use it. Or worse, they will use it badly.

I’m running an online presentation soon called "People-Powered AI", where I will focus on how leaders can bring their teams along on the AI journey. It’s not about the technology – it’s about your role as a leader. It’s free, open to everybody, and I’d love to see you there. Feel free to share it with your team and network too.

Register for the virtual masterclass:

https://swiy.co/go-ai-in-2030

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When giving your team access to AI, don't wait until you have finalised every policy and governance detail. Like learning to drive, adopting AI works best when people get hands-on experience early. Bring your people along on the AI journey now, to ensure they build the skills, comfort, and understanding needed to integrate AI effectively into their work. Don't wait for the perfect moment - start now.

https://swiy.co/go-driving-ai

Are you taking too long to get your people started on the AI journey?

My niece Abbey just turned 20 last week. I remember four years ago, when she was sixteen, I taught her how to drive. I didn’t do all the lessons, but I took her through the first ten or twelve hours of driving, and helped her become a competent driver.

The process of getting a licence now is rigorous, structured, and time-consuming. And it should be, because we’re letting teenagers operate heavy machinery in public for the first time! By the time Abbey had done her 50 hours of supervised driving, she was more than ready to take her test - which she passed first time - and then drive independently. When she then bought her first car, she was more than capable behind the wheel.

But imagine another scenario: if her parents had made her wait until she bought her first car before she could start driving lessons. Of course, that would be bizarre! And yet, I reckon that’s how many leaders use AI with their teams.

Almost every week, I get enquiries from leaders and teams asking me to come in and teach them about AI: what it means for them, their organisations, and their leadership.

But one mistake I see many leaders making is wanting to get everything right from a management, governance, and policy perspective before they let their people start using AI.

I think that’s a mistake - for two reasons.

First, like it or not, your people are already using AI! Some use it at home for personal tasks.If they are not allowed to use it at work, some are still using it to solve work problems, but without telling you! And of course, that creates risks.

Second, if you go back to the driving analogy, you don’t want to wait until you buy someone a car before they learn how to drive. You want them to learn first so that when they finally get behind the wheel, they are already a competent driver.

It’s the same with AI. You must bring your people along on the AI journey - even while you’re working on policy, investing in technology, and building your AI strategy. Don’t wait until this is perfect (whatever that means anyway!). Give them the confidence to use AI, feel comfortable using AI, and secure in knowing AI won’t replace them.

If you want to explore this further, I’m running an online presentation soon called People-Powered AI, where we will talk about bringing people along on this journey. The session is free, public, and open to everybody. I’ll see you there!

Register for the virtual masterclass:

https://swiy.co/go-driving-ai

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Your organisation can use AI in two key ways - but it might be using only one. The first is embedding AI into core operations, where it works behind the scenes to streamline processes like loan approvals, insurance claims, and medical diagnoses. The second, and often overlooked, is giving people direct access to AI-powered tools like ChatGPT, AI agents, and deep research assistants. If you’re serious about being an AI-driven organisation, make sure you’re using AI in both ways.

https://swiy.co/go-the-two-sides-of-ai

Is your organisation an AI-driven organisation? And what does that even mean?

About a year ago, Amazon in Australia surveyed CEOs and other leaders across different industries and sectors, asking about AI’s impact. One key question was whether they expected their organisation to be AI-driven by 2028. The result was 90% of leaders said yes!

That’s only three years from now. But what does it really mean to be AI-driven?

You organisation can use AI in two key ways - but it might be using only one.

First, AI might be built into your core processes - for example:

* Banks use AI to assess loan applications.

* Insurance companies use AI to determine premiums and process claims.

* Healthcare providers use AI to analyse scans and diagnose diseases.

* HR teams use AI to screen job applications.

In these cases, AI works in the background, supporting decision-making or automating processes that would otherwise be too complex or time-consuming for humans. Your people might not even be aware they’re using AI, because it’s just part of how things work.

This is a valuable use of AI, but it’s only half the picture.

The second side of AI is what we’ve seen explode in the last few years: generative AI, like ChatGPT or Microsoft Copilot. Instead of AI running in the background, people use it directly to enhance their work. This is extremely powerful for boosting productivity, enhancing your customer experience, and improving decision making.

But many organisations are still hesitant to embrace this use of AI. Some organisations still ban tools like ChatGPT or Microsoft Copilot, despite their value. And AI capabilities are evolving fast - with agents and deep research tools that can automate, summarise, and proactively deliver insights.

For example, OpenAI recently launched its Deep Research tool, allowing users to conduct detailed investigations with AI. Right now, it’s only available to premium ChatGPT users for about $300 per month. But Perplexity, a ChatGPT rival, introduced a similar feature - available free!

This shift from passive AI (behind the scenes) to active AI is where AI and people are really working together. But many organisations are missing this opportunity.

And that’s a mistake.

If you’re only using AI in your core operations but not equipping your people with AI-powered tools, you’re not fully AI-driven. You’re missing out on a huge opportunity for productivity, innovation, and competitive advantage.

The longer you wait, the further behind you’ll fall. But it’s never too late to start.

I’m running a free, public online presentation soon about people-powered AI. Register now, and learn how to bring your people on the AI journey.

Register for the virtual masterclass:

https://swiy.co/go-the-two-sides-of-ai

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Change isn’t easy, and everybody in your team will respond to it differently. Instead of trying to push everybody to embrace change, focus on finding the "bright spots": small success stories where change is already working. By highlighting these successes, you create a culture where change feels possible, practical, and positive.

https://swiy.co/go-find-the-bright-spots

Whenever a client engages me to speak at their conference, we always have a presentation briefing call beforehand, so I can learn more about their organisation, the people attending their event, the outcomes they want from my presentation, and how my presentation fits in with the rest of the conference program.

In this meeting, I always ask this important question:

“How receptive are your people to change?”

We all know there’s a lot of external change right now (you don’t need a futurist to tell you that!), and the pace of change is increasing. As a leader, your job is to create a culture that supports, encourages, and embraces change, so you can remain relevant and valuable in the work you do.

In any team, you will have a mix of attitudes toward change - for example:

- Some people embrace it enthusiastically, and will gladly lead change in the team.

- Some aren’t as excited, but accept change as part of their life.

- A few might even actively resist change or fight change.

To build a culture of change - and change agents - you can’t click your fingers and expect everybody to magically change their attitude immediately. It takes time, but there are simple things you can do to facilitate the process.

In their book “Switch”, brothers Chip and Dan Heath describe nine strategies fofr creating change in challenging circumstances. In fact, the subtitle of the book is “How to Change Things When Change Is Hard”.

When I work with leaders and eams about building change, I share some of these ideas (and others from other sources). In my experience, the most useful and practical technique is from this book, and it’s called “Find the Bright Spots”.

In a nutshell, this means seeking and highlighting individual success stories.

For example, a bright spot might be:

- A small change a team member tried (and succeeded)

- A team success story

- An example of successful change from outside the team

Your goal is to highlight these success stories - for example, by sharing one or two at the start of every staff meeting.

By doing this, you help people see examples of change that worked, frequently remind them that change is possible, encourage them to try small change projects themselves, and bring change closer to them in a low-risk way.

This isn’t a magic bullet. Just finding bright spots won’t be enough to bring everybody on the change journey. But it’s a low-risk, high-value first step on the path to building a culture of change agents.

Download the worksheet:

https://swiy.co/go-find-the-bright-spots

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How do you stay on top of all the changes with AI? It's evolving fast, and staying in touch can feel overwhelming. Instead of trying to track every new development yourself, find an AI champion in your team and give them the support they need to lead AI adoption and integration.

https://swiy.co/go-ai-champion

AI Champion: The Role Every Team Needs to Navigate AI

I run regular AI Leaders Labs for clients and others in my close network to help leaders share their ideas and experiences about using AI. These leaders are interested in AI, both for themselves and their teams, and want to bring their people on the AI journey.

In my most recent Leaders Lab, three participants asked the same question:

“AI is moving so fast - how can we keep up with what’s new?”

I have two answers ...

First, of course, if you want an external perspective, engage me! I can run a masterclass for your team or deliver a keynote presentation at your next conference. It’s part of my regular “day job” to know what’s new in AI and make it relevant and meaningful for you.

The other option I recommend - which I also recommended to my group - is to find an AI champion for your team.

If you work in a larger organisation, you might be tempted to wait until somebody “higher up” creates rules, frameworks, policies, and tools for everybody to use AI.

But that’s too slow!

Sure, there are some things that need careful thought and strategic insight. But you can still get a lot of value from AI right now. That’s where an AI champion can help.

You want somebody who is excited and enthusiastic about AI, and also keen for everybody else in the team to start using it. She might be the person who’s always testing the edges of what’s possible, and willing to extend the team’s capabilities.

Your first step is to find the right person (or people, if you’re lucky enough to have more than one in your team). Your role is to nurture them and create an environment where they can excel as an AI champion for your team.

They don’t need to be a senior person who understands all the policy implications and the bigger picture. It’s better to have someone who’s excited about AI, even if they don’t have the experience to make big-picture judgment calls (that’s YOUR role in this partnership).

It’s not all plain sailing, though.

Often, your AI champion is a more junior team member (although not necessarily a young person). This can create friction - for example:

* Other team members might be jealous of this person’s special status.

* Your peers, managers, or senior leaders might not respect this “junior” person when they speak up.

* The IT department might be wary of allowing your AI champion freedom to test new tech.

These are all valid concerns, and they are challenges you and your AI champion will need to navigate together.

For help in this process, download my worksheet about finding, nurturing, and working with an AI champion in your team.

This process takes a bit of effort - especially at first. But by investing in this effort, you will ensure your team stays informed, adapts quickly, and makes the most of AI’s opportunities.

Download the worksheet:

https://swiy.co/go-ai-champion

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What do you know about this new Chinese AI app called DeepSeek that’s taking the AI world by storm?

DeepSeek, a new app similar to ChatGPT, became the #1 downloaded app on the App Store when it was launched recently. You might have heard about it in technology news, but it’s also in the mainstream media.

But how can we separate the hype from the reality?

Let’s talk about three things about DeepSeek, and also what it means for you as a leader.

1. China’s Growing AI Capabilities

The common wisdom was that China was lagging behind the USA in AI expertise and development. So it caught most people by surprise to see something as good as DeepSeek coming out of China.

But that assumption was wrong. China has been a leading force in AI for years - for example:

* Last year, they created the world’s first virtual AI hospital to advance medical procedures.

* They have been using AI to tackle climate change for many years.

* As far back as 2016, China set out to make an entire city that only allowed driverless cars.

2. Bias and Censorship Concerns

Another issue with DeepSeek is the possibility of bias and government censorship in DeepSeek’s results.

This is true! For example:

* If you ask it about Tiananmen Square, it doesn’t know (although some reports say that has changed).

* If you ask it about the sovereignty of Taiwan, it gives you the stock standard government response.

* If you ask it to make a joke about Xi Jinping, it says that would be rude.

So yes, DeepSeek has bias and censorship. But so do other AI tools!

For example, US president Donald Trump recently declared that the Gulf of Mexico was now going to be called the Gulf of America. For most of the world, that makes no difference (no one country can unilaterally rename an international body of water). But in the USA, Google has adjusted Google Maps so that - for US users only - it will apear as the Gulf of America.

3. DeepSeek Is Faster And Cheaper

DeepSeek was developed with fewer resources than its competitors, and that surprised many people. It was cheaper to build, cheaper to train, and uses less energy to run. (In the ultimate irony, Sam Altman, the CEO of OpenAI, claims it has inappropriately used some of ChatGPT’s material in its training!)

But this is just a natural evolution of technology. All the other AI platforms and tools are also becoming cheaper and faster. DeepSeek isn’t leapfrogging other platforms; it just happens to be new.

What This Means for You as a Leader

When you hear news about DeepSeek, take it with a grain of salt. Some of the hype doesn’t match reality.

More importantly, what does this mean for you as a leader? In general, not much at all!

You should definitely know what’s around the corner, over the horizon, and maybe even just landed on your doorstep. But also assess it carefully, because not everything needs immediate action.

If you’re already using ChatGPT, Copilot, or some other AI tools, keep going! There’s no immediate need to switch to DeepSeek.

If you haven’t already started using AI, you should. And you should be having regular conversations with your team about using AI in the workplace – to help improve productivity, enhance the customer experience, and make better decisions faster.

Download my worksheet about having AI conversations with your team.

https://swiy.co/go-deepseek-disruption

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As we step into 2025, it’s clear we will have much more change and uncertainty - but also opportunity. Your path to success depends on how well you can lead yourself and navigate your team through the year. Your focus should always be about people first: guiding your team, customers, and yourself through the complexities of the year ahead. It’s not about predicting the future but staying adaptable, monitoring trends, and bringing people on the journey.

https://swiy.co/go-leading-in-2025

As a leader, what are you expecting in 2025? You might have done your initial planning for the year, but we all know that our plans will change! Whatever we can foresee now, we will face a lot of change, uncertainty, and disruption before the end of the year.

For example, you might have already heard rumours about the Next Big Thing in AI: AI agents, which can scurry around doing things on our behalf. How can you plan for that now when you don’t know exactly what they will look like?

It’s easy to use AI as an example because it’s obvious to us all that it will change. But this applies to many other things in our world as well - including workplaces, hybrid work, Federal and State elections, cybersecurity, sustainability, and more!

The most thing to keep in mind as that it’s about people first.

Your path to success depends on how well you can lead yourself and navigate your team. It’s not about predicting the future but staying flexible and bringing people on the journey.

I recently published some research about the key leadership trends for 2025. Even those that are about technology - like AI and cybersecurity - are about how people engage with the technology, not the tech itself.

For more about these trends, join my online presentation very soon, where we’ll look at three in more detail. I’ve chosen three directly related to important groups of people in your organisation: your customers, your employees, and of course yourself.

It’s free, public, and open to all. So feel free to invite others in your team as well.

Register for the virtual masterclass:

https://swiy.co/go-leading-in-2025

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