Nufar Gaspar

And the goal is overall a better decision, not an endless debate or one that will just take all the wind out of your idea.

Second thing that really moves the needle here is to be aware of your decision style because every leader decides differently.

Some leaders need 10 enumerated options in order to choose from.

Others want just one bottom line after a long debate.

And some want AI to push very hard back on them and then give them the space to sit with it.

So you know yourself and you know how best you make decisions.

You make sure that you instruct the AI to match your decision-making style.

That goes a long way to feel like it's an employee working for you rather than you working for it.

And then before any major decision, ask AI to also surface the biases.

What biases might I as a human have here?

What biases might you as the AI have here?

And what am I not seeing because of my position or my experience?

Because leaders are in many cases surrounded by agreement and AI should not be another yes voice in your vicinity, but rather it also needs to kind of

challenge you only when challenge is required.

I want you to calibrate it to be the advisor who makes you better, not the one that exhausts you.

And if you want a pro tip here, after any decision, run scenario simulation.

So something like, given this decision, what happens if the market shifts to X?

And if a competitor does Y, what happens?

And if the team pushes back on Z?

So try to make sure that you stress test according to multiple scenarios, and then you can stand behind the decision under multiple futures and not just the one that you're hoping that will happen.