FEATURED INSIGHT

Artificial intelligence is far from the manager’s best friend — at least in terms of its current use cases. Reports show organizations’ heavy investments in AI over the past few years have raised expectations for what teams should be able to accomplish, but more often the result is “brain fry” (due to over-tasking) and an influx of “workslop” — that is, AI-generated reports, slide decks, and other materials that require heavy reworking.

Companies in 2026 are expected to spend over $2.5 trillion on AI, a 47% increase on 2025.

Just as fast food companies learned to exploit our desire for convenience, tech companies are making it easier than ever to outsource thinking.

Current AI models take the blame for creating this risk, which means it’s up to organizations to build cultures that can make the most of AI’s capabilities while resisting the unhelpful outcomes.

Six years ago, a mysterious virus began circulating the globe, and with it came widespread fear and uncertainty. Today, we know the perpetrator as COVID-19, and it has become as treatable as the common cold.

In his latest Fast Company article, Dr. David Rock explores how AI is transforming the way we learn—and why simply getting answers faster doesn’t necessarily mean we’re learning more effectively.

Around 80% of larger workplaces globally have implemented GenAI tools like ChatGPT, Gemini, or Claude. With such a hefty investment, their focus now is on getting people to use them. One of the big challenges, however, is that it doesn’t just work to “mandate” this usage. People need to make the choice to use them, and as well, they need to learn how to use them effectively.

In his latest Fast Company article, Dr. David Rock warns that combining executive overwhelm with sycophantic AI chatbots is creating a "perfect storm" for toxic, self-absorbed leadership, and importantly discusses how organizations can steer around it.

NLI recently launched an assessment that asks participants to rate their organizations’ leaders on the key behaviors of growth mindset, psychological safety, and accountability (the Leadership GPA).

Many organizations mistakenly equate psychological safety with being nice, getting your way, or letting performance slide.