The real challenge isn’t adopting the technology—it’s staying curious, critical, and human.

Let’s start with a story.

In the 1980s, General Motors invested billions in robotics to automate their factories. The goal? To outperform competitors and dominate the market. But instead of becoming more innovative, GM became complacent. They assumed the machines would solve their problems. Meanwhile, Toyota focused on empowering their workers to think critically, solve problems, and continuously improve. The result? Toyota’s lean manufacturing philosophy revolutionized the industry, while GM struggled to keep up.

Fast forward to today, and we’re seeing a similar pattern with AI. Companies are racing to adopt AI tools to streamline operations, analyze data, and predict trends. And why wouldn’t they? AI can make us faster and smarter. It can crunch numbers in seconds, spot patterns invisible to the human eye, and even draft emails that sound like they were written by a seasoned professional.

But here’s the catch: AI can also make us lazy.

When we outsource our thinking to algorithms, we risk losing the very skills that make us effective leaders and innovators. We stop asking questions. We stop challenging assumptions. We stop being curious.

The Lure of the Easy Button

In a famous study by Harvard Business School, researchers found that managers who relied too heavily on data-driven tools became less likely to trust their intuition or consider contextual nuances. They defaulted to the “easy button”—letting the tool make the decision for them. The result? A decline in creative problem-solving and a rise in mediocre, by-the-book outcomes.

This isn’t just about data tools; it’s about mindset. When we treat AI as a crutch rather than a catalyst, we fall into the trap of complacency. We stop leading and start following.

The Toyota Lesson for the AI Era

Toyota’s success wasn’t just about technology; it was about empowering people to think critically and take ownership. Their famous kaizen philosophy—continuous improvement—relied on every employee, from the factory floor to the executive suite, to question the status quo and seek better ways of doing things.

In the age of AI, this lesson is more relevant than ever. The companies that thrive won’t be the ones with the most advanced algorithms; they’ll be the ones that use AI to amplify human creativity, curiosity, and judgment.

How to Stay Curious, Critical, and Human

Here are three practices to ensure AI enhances your leadership rather than eroding it:

1. Ask “Why?” Before “What?”
   AI can tell you what is happening, but it can’t tell you why. Great managers use AI-generated insights as a starting point, not an endpoint. They dig deeper, question assumptions, and explore the context behind the data.

2. Encourage Disagreement
   In a study of high-performing teams, Google found that psychological safety—the ability to challenge ideas without fear of retribution—was the single most important factor in driving innovation. AI can give you answers, but it’s up to humans to debate, refine, and improve them.

3. Invest in Learning, Not Just Tools
   Companies spend millions on AI platforms but often neglect to invest in the skills needed to use them effectively. The best leaders prioritize continuous learning, teaching their teams not just how to use AI, but how to think alongside it.

The Bottom Line

AI is a powerful tool, but it’s not a substitute for leadership. The real opportunity isn’t to automate tasks—it’s to amplify what makes us uniquely human: our curiosity, our creativity, and our ability to connect the dots in ways machines never will.

So, the next time you’re tempted to let AI make the decision for you, pause. Ask yourself: Am I using this tool to think bigger, or am I using it to think less?

The future belongs to those who stay curious, critical, and human. Don’t let AI make you lazy. Let it make you better.