by Atiya Sheikh | Aug 5, 2026 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, General Managers, Heads of Divisions, Human Resources (HR), Junior Managers, Leadership Development, Managing Directors, Middle Managers, Non-Executive Board Members, Senior Managers, Women Leaders
As artificial intelligence becomes better at producing answers, the capabilities that distinguish exceptional people are changing.
For most of history, intelligence was limited by access to information. Today, it is increasingly limited by the quality of the questions we ask.
For generations, expertise was often measured by what people knew.
The person with the most knowledge frequently became the expert in the room.
Artificial intelligence is quietly changing that.
Today, information is available almost instantly. AI can draft reports, summarise meetings, analyse data, generate presentations and answer increasingly complex questions within seconds. Tasks that once required specialist knowledge can now be completed by almost anyone with access to the right technology.
This is one of the most significant shifts in the modern workplace.
Not because knowledge no longer matters.
But because knowledge alone is no longer enough.
AI Is Making Answers Cheaper
Throughout history, access to information created advantage.
Today, information has become abundant.
Increasingly, the competitive advantage lies elsewhere.
As AI makes producing acceptable answers faster, cheaper and more accessible, the value of simply having information inevitably declines.
What becomes more valuable is something AI cannot easily replicate.
- Judgement.
- Discernment.
- Curiosity.
- The ability to ask the question nobody else thought to ask.
- The confidence to challenge an answer that appears convincing.
- The wisdom to recognise when context changes everything.
Research reflects this shift. The World Economic Forum continues to rank analytical thinking among the most important skills for the future, alongside resilience, curiosity and lifelong learning. At the same time, organisations are investing heavily in AI while recognising that technology alone does not create competitive advantage. It is how people apply it that matters.
The New Definition of Expertise
Perhaps the most important change is not what AI can do.
It is what people now need to do differently.
For decades, expertise often meant providing answers.
Increasingly, expertise means framing the problem.
The quality of an AI-generated response depends almost entirely on the quality of the thinking that guides it.
A poorly framed question often produces a perfectly convincing—but fundamentally unhelpful—answer.
The opposite is also true.
A thoughtful question can unlock insights that would otherwise remain hidden.
In many organisations, this changes the nature of leadership.
The best leaders will not necessarily be those who know the most.
They will be those who help others ask better questions, challenge assumptions and think more deeply before acting.
The Hidden Risk
There is another consequence that receives far less attention.
Many professionals developed their judgement by completing the routine tasks that AI increasingly performs.
- Drafting papers.
- Analysing spreadsheets.
- Preparing presentations.
- Reviewing contracts.
Those activities were never simply about producing work.
They were how people learned to think.
If organisations automate those experiences without deliberately creating new opportunities for learning, they risk accelerating efficiency while quietly slowing the development of judgement.
The question is no longer whether AI will replace certain tasks.
The question is how future generations will develop the wisdom those tasks once created.
The Leadership Challenge
Leaders therefore face a different challenge from the one many expected.
The goal is not simply to encourage people to use AI.
Nor is it to compete with it.
The goal is to develop capabilities that become more valuable because AI exists.
- Critical thinking.
- Judgement.
- Creativity.
- Influence.
- Ethical decision-making.
- Systems thinking.
- The ability to connect ideas that appear unrelated.
These have always mattered.
Today, they matter even more.
Because as answers become increasingly accessible, the ability to recognise the right question becomes a defining competitive advantage.
Insight: Artificial intelligence is reducing the value of producing acceptable answers. It is increasing the value of recognising which questions deserve to be asked.
The organisations that succeed over the next decade will not simply adopt AI more quickly.
They will develop people who know when to trust it, when to challenge it and, perhaps most importantly, when to ask an entirely different question.
Because the future will not belong to those who can produce the fastest answer.
It will belong to those who can ask the question no machine thought to ask.
Leadership Question
As AI becomes better at providing answers, are you developing people who know how to ask better questions?
The Right Conversation Can Change Everything. Let’s Talk.
Microsoft Work Trend Index
by Atiya Sheikh | Aug 5, 2026 | Board Members, Board Trustees, CEO, CFO, COO, CIO, General Managers, Heads of Divisions, Human Resources (HR), Leadership Development, Managing Directors, Middle Managers, News & Articles, Senior Managers, Women Leaders
What one business leader’s refusal to make an easy profit teaches us about culture, trust and long-term success.
Imagine increasing the price of every product in your business by just 3%.
Most customers probably wouldn’t notice.
Your profits would rise almost overnight.
When the idea was suggested to Costco founder Jim Sinegal, he refused. He famously described it as “the business equivalent of taking heroin.”
At first glance, it seems an extraordinary comparison. However, what followed revealed a much bigger leadership principle.
After all, what harm could a modest price increase really do?
The answer had very little to do with pricing.
It had everything to do with culture.
The Decision Was Bigger Than the Numbers
On paper, the decision seemed straightforward.
A small increase in prices would have generated hundreds of millions of dollars in additional profit. Consequently, many businesses would have viewed it as sound commercial judgement.
Instead, Sinegal saw something very different.
He understood that Costco’s success had never been built solely on low prices. It had been built on something far more valuable: trust.
Customers believed Costco would always act in their long-term interest.
The moment that principle became negotiable, Costco itself would begin to change.
Not overnight.
Not dramatically.
But gradually.
That gradual drift is perhaps the greatest danger.
Organisations Rarely Drift Overnight
Most organisations do not lose their culture because of one catastrophic decision.
They lose it through a series of small compromises that slowly become normal.
“We’ll make an exception this time.”
“No one will notice.”
“It’s only temporary.”
“We’ll put it right next quarter.”
Individually, these decisions seem insignificant. Collectively, however, they redefine what the organisation is prepared to accept.
Over time, the exception becomes the expectation.
The compromise becomes the culture.
Leadership Is Often Tested in the Small Decisions
Leaders rarely wake up intending to weaken their culture.
More often, they face pressure.
Commercial pressure.
Operational pressure.
Time pressure.
As a result, the temptation is understandable.
A small shortcut.
A slightly lower standard.
A decision that delivers today’s result while quietly borrowing against tomorrow’s reputation.
The difficulty is that culture does not change through mission statements.
It changes through repeated decisions.
People pay far less attention to what leaders say than to what leaders consistently tolerate.
The Hidden Cost of Leadership Compromises
Insight: One of the most remarkable aspects of the Costco story is that the decision was not driven by what the company could do. It was driven by what it believed it should do.
That distinction matters.
Many leadership decisions are not constrained by capability.
They are constrained by values.
The strongest leaders recognise that protecting trust sometimes requires turning down opportunities that appear attractive in the short term.
Because trust, once compromised, is rarely restored through a single decision.
It is rebuilt one decision at a time.
Insight: Organisations rarely lose their way through one major decision. They lose it through a series of small compromises that gradually become acceptable.
Costco’s decision reminds us that sustainable success is rarely built by extracting the maximum value from every opportunity.
Instead, organisations build sustainable success by protecting the principles that caused people to trust them in the first place.
Because culture is not defined by the decisions leaders celebrate.
It is defined by the compromises they refuse to make.
The most damaging leadership compromises are rarely dramatic. They become visible only after small decisions accumulate over time.
Leadership Question
What is your organisation normalising today that would once have been unacceptable?
The Right Conversation Can Change Everything. Let’s Talk.
Business equivalent of taking heroin’: Why Costco refuses to raise prices even if no one will notice
by Joy Maitland | Sep 2, 2023 | Human Resources (HR), Leadership Development
Today, we confront a widespread but difficult phase experienced by many: redundancy. Although being made redundant might seem like reaching a dead-end, I consistently remind my coaching clients that it marks the commencement of a fresh chapter in their lives. While specific outcomes cannot be guaranteed, I can confidently affirm that all those whom I have coached are now in positions that far surpass any initial expectations. By harnessing the power of optimism, resilience, and self-exploration, a bright and rewarding life awaits after redundancy. So, let’s embark on this transformative journey together!
Stress and Fear
Stress and fear are intimately linked, often making stress a manifestation of underlying fears. In my coaching sessions, I encourage my clients to delve into the root causes of their stress and identify any hidden fears that might be contributing to their anxiety. This process involves introspection and a willingness to confront their beliefs about what they expect to happen or not happen in various aspects of life. By addressing these fears directly, clients can gain a clearer understanding of their thought patterns and emotional responses. Together, we work on strategies to cope with these fears, whether they are related to career changes, relationships, personal challenges, or any other life situation. Confronting these fears head-on empowers my clients to take proactive steps to overcome stress and embrace a more positive outlook on life. I emphasise the importance of being open and honest with oneself during this exploration. Sometimes, acknowledging and accepting our fears can be challenging, but it is a necessary step towards personal growth and development. By adopting a mindset of self-discovery and self-compassion, my clients can gradually reduce the impact of fear-induced stress and build resilience to face life’s uncertainties with greater confidence.
“The last step on your current journey could be the first step on your greatest adventure!”
Embracing Change
Redundancy can be a sudden and unwelcome change, leaving us feeling uncertain about the future. But guess what? Change is the essence of life and embracing it can lead to exciting possibilities. We often find our true potential when faced with challenges. By acknowledging the change, we free ourselves from the grip of fear and open doors to new opportunities.
The Power of Optimism
Optimism is not just a feel-good mantra; it’s a scientifically proven approach to improving mental well-being. When we maintain a positive outlook, our brains become more receptive to creative thinking and problem-solving. Positivity can be cultivated through gratitude practices, surrounding yourself with supportive people, and engaging in activities that bring you joy.
The Resilience Within
Human beings are incredibly resilient creatures. Throughout history, people have overcome numerous setbacks and adversities, emerging stronger and wiser. Redundancy might be tough, but it’s essential to recognise your resilience. By learning from past experiences and believing in your ability to bounce back, you’ll discover that you possess an indomitable spirit.
Unleashing Your Passions
Often, we get so wrapped up in our careers that we forget our passions and hobbies. This is the perfect time to reconnect with those interests that have taken a backseat. Whether it’s painting, gardening, cooking, or even starting a new business, pursuing your passions can rejuvenate your soul and lead to new and exciting opportunities.
Self-Discovery and Personal Growth
Redundancy can serve as a catalyst for self-discovery. Take this time to assess your strengths, opportunities for improvement, hidden treasures, and values. Engage in introspection to understand what truly makes you happy and fulfilled. Investing in personal growth, such as learning new skills or taking up mindfulness practices, can elevate your self-esteem and boost your confidence.
Building a Support Network
Remember, you are not alone on this journey. Reach out to friends, family, and even professional networks for support. Surround yourself with people who uplift and inspire you. Building a strong support network will not only provide you with encouragement but also open doors to potential opportunities.
Embracing New Opportunities
When one door closes, another opens. Redundancy can be a gateway to explore alternative career paths, entrepreneurial ventures, or even a change in lifestyle. Stay open-minded and proactive in seeking new opportunities. Embrace the journey with confidence, and you’ll be amazed at the extraordinary potential that lies ahead. Here’s to an exciting new chapter in your life!
Until next time…. Best of the Best
