Jackie Kennedy | Founder | CEO | LeadMe Academy | mail me |
There is a narrative building around artificial intelligence (AI) that deeply concerns me. It is a narrative rooted in fear. People fear being replaced. They fear being left behind. They fear not understanding the technology. They also fear experimenting and getting it wrong.
Yet, from where I sit, AI is not something we can afford to fear from the sidelines. Instead, we need to engage with it. We need to learn from it, play with it, challenge it, shape it and adopt it.
Fears around AI
AI is life-changing. It has transformed how we work, think, communicate, solve problems and create value. The question is no longer whether AI will become part of business. Instead, organisations must ask whether they can build the leadership cultures needed to support effective AI adoption.
In the United States, where much of the current acceleration began, public sentiment remains cautious. The Pew Research Centre found that 52 percent of US workers worry about how organisations may use AI in the workplace. By comparison, only 36 percent feel hopeful and 29 percent feel excited. In addition, one-third believe AI will reduce long-term job opportunities.
That fear is not confined to America. It is spreading into other Western markets, including South Africa. We hear it in boardrooms, leadership discussions, and team environments. People remain curious. However, they are also anxious. Left unchecked, anxiety can turn into resistance. This is precisely where leadership matters most in enabling AI adoption.
Fear needs strong leaders, not silence
We believe AI adoption is not simply a technical rollout. Instead, it presents a leadership and culture challenge. Successful AI adoption requires communication, trust, psychological safety, change enablement and a clear invitation for people to think differently.
Every leader has a role to play. This responsibility does not rest solely with HR. Nor can IT carry it alone. Operations, finance, sales, customer experience, marketing, product, compliance and executive leadership all share responsibility. Together, they must ask important questions.
How do we create workplaces where people feel safe enough to experiment? How do we reward curiosity? How do we help people view AI as a partner in innovative thinking?
Curiosity’s place in corporate culture
One of the most exciting opportunities involves shifting towards intrapreneurial thinking. Employees do not need to leave organisations to become innovators. Instead, they can become changemakers from within. This mindset creates fertile ground for AI adoption and organisational renewal.
Imagine an operations team arriving at work with a different mindset. They ask themselves: “What can I improve today?” “How can I speed up this process?” “How can I make the customer experience smoother?” “How can I solve this recurring problem differently?” This perspective is powerful. AI simply accelerates it.
AI can help teams interrogate processes. It can identify patterns and test ideas. It can also improve communications, write code faster, identify bugs and strengthen decision-making. In addition, it can free time for higher-value work. However, people will only realise these benefits when organisations encourage experimentation, learning and AI adoption.
People need the confidence to use AI well
The KPMG 2025 American Worker Survey found that 87 percent of US workers now use AI at least weekly. Furthermore, 51 percent use it daily. Yet, despite widespread use, 52 percent remain concerned that AI could eventually replace their jobs.
This tension presents an important leadership moment. Employees already use these tools. What they need now is confidence, context, and a sense of future belonging. Leaders, therefore, play a critical role in shaping attitudes towards AI adoption.
Leaders must create environments where experimentation feels safe rather than embarrassing. Employees should feel comfortable asking “basic” AI questions without fear of judgment. Organisations should also empower individuals to become future champions. Furthermore, leaders should recognise, encourage and reward solution-oriented thinking.
Progress will reveal the calibre of our leaders
This work sits at the heart of our mission. We partner with organisations to develop leadership behaviours at scale. We achieve this through shared language, practical learning, behavioural application and consistent leadership practice over time.
AI will not replace leaders. Instead, it will reveal how bold they are. If organisations want employees to approach AI adoption with energy rather than fear, leaders must move first. They must communicate clearly.
Leaders must model curiosity. They must create psychological safety. They must enable change. Above all, they must build cultures where employees genuinely believe: “I’m here to help build what comes next.”
