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You model ambition and leadership success. You lift other women up — often without even realizing it. And, if you're fortunate, women have done the same for you. But there's a meaningful difference between support that finds you organically and support you build intentionally. One depends on circumstance. The other depends on you."}],"markDefs":[],"style":"normal"},{"_key":"f87b3472ab60","_type":"block","children":[{"_key":"8100282408560","_type":"span","marks":[],"text":"Chief Members cultivate this support intentionally. It’s one of the many reasons executive women join. In essence, they seek out personal advisors, or by participating in Chief’s "},{"_key":"8100282408561","_type":"span","marks":["bd5ec1100c42"],"text":"Core Group offering"},{"_key":"8100282408562","_type":"span","marks":[],"text":", they join a personal board of advisors (BOA)"},{"_key":"8100282408563","_type":"span","marks":["em"],"text":". "},{"_key":"8100282408564","_type":"span","marks":[],"text":"By meeting frequently with a curated group, led by a Chief Guide (like me), members support each other in building leadership acumen, advancing their careers, and lifting each other up."}],"markDefs":[{"_key":"bd5ec1100c42","_type":"link","href":"https://chief.com/core-and-coaching"}],"style":"normal"},{"_key":"48e313c282f4","_type":"block","children":[{"_key":"73dabfed94b50","_type":"span","marks":[],"text":"Having launched eight Core Groups with nearly 80 members over the past five years, I’ve witnessed firsthand what happens when women genuinely inspire each other. When they experience the type of peer connection a personal BOA brings, one of the first things I hear is: “I’m relieved that I’m not the only one dealing with these exact challenges.” And in almost every new group kickoff, members share the same sentiment: “I mentor a lot of people, but who mentors me?”"}],"markDefs":[],"style":"normal"},{"_key":"87b36839bdf2","_type":"block","children":[{"_key":"1e32b3d097f00","_type":"span","marks":[],"text":"In one of my earliest Core Groups, a member who arrived perfectly content in her current role listened to her peers share their ambitions, and something shifted. Near the end of year one, she announced she’d accepted a CMO role at a well-known, publicly traded software company. “I was so inspired by everyone that I started recognizing I wanted more.” That’s the power of a personal BOA."}],"markDefs":[],"style":"normal"},{"_key":"2d8ceeaa537f","_type":"block","children":[{"_key":"45df789e1b530","_type":"span","marks":[],"text":"Whether it’s an organized group like Core or another form of "},{"_key":"45df789e1b531","_type":"span","marks":["629abe6187e5"],"text":"intentional professional connection"},{"_key":"45df789e1b532","_type":"span","marks":[],"text":", a personal BOA is one of the most effective strategies women leaders can employ to accelerate and navigate their careers — especially in times of rapid change. (And when hasn’t the past several years brought rapid change?) As natural connectors, we know this. But knowing it and taking the time to build and use a personal BOA are very different things."}],"markDefs":[{"_key":"629abe6187e5","_type":"link","href":"https://chief.com/articles/how-to-build-genuine-relationships-that-advance-your-career-according-to-a-human-connection-expert"}],"style":"normal"},{"_key":"8832b3075912","_type":"block","children":[{"_key":"7c35f7630fd00","_type":"span","marks":["strong"],"text":"3 Key Benefits of a Personal BOA"}],"markDefs":[],"style":"heading2"},{"_key":"4991f46d383f","_type":"block","children":[{"_key":"2cc88c0028b10","_type":"span","marks":[],"text":"I know many leaders, men and women, who have used a mentor intentionally to guide their development and navigate their careers. Here are three important reasons to consider building a personal BOA to do the same:"}],"markDefs":[],"style":"normal"},{"_key":"1a19c25f27fe","_type":"block","children":[{"_key":"bbf6e2ff3fac0","_type":"span","marks":["strong"],"text":"It makes leadership less lonely"},{"_key":"bbf6e2ff3fac1","_type":"span","marks":[],"text":". A safe space with trusted peers — people who can offer perspective when you’re navigating tough decisions or facing a challenge alone — isn’t a nice-to-have anymore. It’s a must-have. And it actively develops your leadership even when you don’t have time for a formal coaching engagement."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2add6be49413","_type":"block","children":[{"_key":"9f7005248f8c0","_type":"span","marks":["strong"],"text":"It delivers access, accountability, and awareness"},{"_key":"9f7005248f8c1","_type":"span","marks":[],"text":". A diverse network of colleagues provides you access to fresh perspectives and expands your decision-making. Trusted advisors surface your oversights, hold you accountable to your goals and commitments, and — in the words of organizational psychologist  Adam Grant — serve as your “challenge network:” people who give you radical transparency to help you grow."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"93d57d01cade","_type":"block","children":[{"_key":"61fcbb3321db0","_type":"span","marks":["strong"],"text":"It accelerates your network and opens doors"},{"_key":"61fcbb3321db1","_type":"span","marks":[],"text":". "},{"_key":"61fcbb3321db2","_type":"span","marks":["26167393a5ab"],"text":"Research confirms"},{"_key":"61fcbb3321db3","_type":"span","marks":[],"text":" that women must hold broader, more central positions than men to reach comparable executive and board roles, making support among senior women especially critical. A personal BOA builds that network with intention. I’ve seen Chief Members connect each other to fractional and permanent roles, speaking opportunities, and openings on corporate and nonprofit boards."}],"level":1,"listItem":"bullet","markDefs":[{"_key":"26167393a5ab","_type":"link","href":"https://hbr.org/2026/05/research-for-women-on-boards-prestige-can-be-a-bottleneck"}],"style":"normal"},{"_key":"4e7cbc712061","_type":"block","children":[{"_key":"d1934ce5056d0","_type":"span","marks":["strong"],"text":"5 Tips for Finding and Activating Your Personal BOA"}],"markDefs":[],"style":"heading2"},{"_key":"b7b50a7a9dca","_type":"block","children":[{"_key":"ea0040d5f9970","_type":"span","marks":[],"text":"Effective peer advisory boards pair 8–10 executives from non-competing organizations across industries. Joining one is a quick way to get started. In several Core Groups I’ve guided, one-time strangers have become each other’s most trusted advisors organically over time. Here are tips for activating your own personal BOA and sustaining its value:"}],"markDefs":[],"style":"normal"},{"_key":"4ffe10a6fbfe","_type":"block","children":[{"_key":"254896536bb20","_type":"span","marks":["strong"],"text":"Define your goals first."},{"_key":"254896536bb21","_type":"span","marks":[],"text":" Before assembling or joining a personal BOA, get clear on what you want from it. Knowing the “why” behind the effort helps you find the right people and make the most of their expertise."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f8ef97d1df48","_type":"block","children":[{"_key":"e2f597dbf1e60","_type":"span","marks":["strong"],"text":"Mine your current network to build your own"},{"_key":"e2f597dbf1e61","_type":"span","marks":[],"text":". Start by reaching out to a few people you think would benefit from the idea. Then, let early members invite others they trust until you have a group spanning industries where everyone knows at least one person. Ask candidates: “How much time can you commit?” and “What are you hoping to gain?” Ask yourself: “Does this person fill a gap or duplicate a voice I already have? Will they stretch me, or just validate me?”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"bacd703f10e8","_type":"block","children":[{"_key":"8d1093f3e3280","_type":"span","marks":["strong"],"text":"Know each member’s strengths and make specific asks. "},{"_key":"8d1093f3e3281","_type":"span","marks":[],"text":"The value of a great BOA member isn’t that they give you answers, it’s that they ask the right questions and help you find your own. Before you engage, understand what each person brings and come to them with a clear, purposeful ask. A well-functioning board keeps you honest, grounded, and brave; both supported and stretched."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"cb7f0bddaca7","_type":"block","children":[{"_key":"c0122e914e380","_type":"span","marks":["strong"],"text":"Build in structure and use your board for accountability (not just advice)."},{"_key":"c0122e914e381","_type":"span","marks":[],"text":" Once you’ve formed your personal BOA, establish a charter: when and how you’ll meet, how sessions get facilitated, attendance expectations, and norms around feedback. Then, use it for accountability. Share your goals, your wins, and your challenges. Commit to checking in with individual members between group sessions. "},{"_key":"c0122e914e382","_type":"span","marks":["15e8917469d6"],"text":"A personal BOA that holds you accountable"},{"_key":"c0122e914e383","_type":"span","marks":[],"text":" as both a professional and a whole person, is one of the most important assets an executive can have."}],"level":1,"listItem":"bullet","markDefs":[{"_key":"15e8917469d6","_type":"link","href":"https://chief.com/articles/a-personal-board-works-best-when-it-stops-acting-like-one"}],"style":"normal"},{"_key":"517790501b69","_type":"block","children":[{"_key":"da0ae91baadf0","_type":"span","marks":["strong"],"text":"Deliberately give back: "},{"_key":"da0ae91baadf1","_type":"span","marks":[],"text":"Psychologist Robert Cialdini’s principle of reciprocity notes that people feel encouraged to help those who they’ve received value from first. The best way to enroll and retain great advisors is to offer them the support you know "},{"_key":"da0ae91baadf2","_type":"span","marks":["em"],"text":"they"},{"_key":"da0ae91baadf3","_type":"span","marks":[],"text":" need."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f305252eb2d9","_type":"block","children":[{"_key":"ddb9563a62af0","_type":"span","marks":[],"text":"I’ve watched Chief Members rise to CEO roles, land public company and nonprofit board seats, launch successful companies after leaving corporate life, take long-overdue sabbaticals and then return to more fulfilling work, and so much more. All were inspired, challenged, and lifted by the power of their personal BOA."}],"markDefs":[],"style":"normal"},{"_key":"c7f704dc6ae4","_type":"block","children":[{"_key":"6660fd3a5b0f0","_type":"span","marks":[],"text":"I’ll close with a shoutout to a Core Group I’ve guided for nearly five years; a group that has served as a valuable personal BOA for each other through professional milestones and personal challenges. When I asked what makes their BOA work, they named five things without hesitation: chemistry, accountability, structure, shared values, and commitment."}],"markDefs":[],"style":"normal"},{"_key":"bd636925fd70","_type":"block","children":[{"_key":"43caea7e32c70","_type":"span","marks":[],"text":"When all five exist in your personal BOA, the impact on your career, and your life, will be immense."}],"markDefs":[],"style":"normal"}],"supportingContent":null,"_rawEditorialCategory":{"_id":"73e158e3-ae00-4aa5-81c6-91cb768f66a7","_type":"category","_rev":"kuh6IZ2IntHupgeCe43T25","_createdAt":"2025-10-09T14:06:59Z","_updatedAt":"2025-10-26T18:00:31Z","description":"From cultivating key relationships to securing what you're worth, dive into strategics and tactics for making your next bold move.","hideFromNav":false,"seo":{"_type":"seoFields","seoDescription":"Get actionable strategies for your next career leap, from cultivating key relationships to securing what you're worth. 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On June 16, Jennie and Elysee Consulting Founder and CEO Abenaa Hayes are leading Chief Members through a hands-on workshop focused on what’s happening inside organizations as AI reshapes work and how leaders are engaging that shift in practice. Attendees will work through real scenarios like the ones below and leave with language, prompts, and tools they can use with their teams immediately. Members: "},{"_key":"6c4abea278b81","_type":"span","marks":["9cb28714ef77","em"],"text":"RSVP via the Chief app"},{"_key":"6c4abea278b82","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"9cb28714ef77","_type":"link","href":"https://members.chief.com/events/bb703f02-271c-49c8-b55c-0b6b6ca641f5/details"}],"style":"normal"},{"_key":"0e9d6025c536","_type":"block","children":[{"_key":"db79d24c37e00","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a655f6d6b5cb","_type":"block","children":[{"_key":"f30f73b1ab7b0","_type":"span","marks":[],"text":"Nadia, CHRO for a global retail company, came to me after a nose-dive in trust scores in a recent employee survey."}],"markDefs":[],"style":"normal"},{"_key":"7c6400f36a4b","_type":"block","children":[{"_key":"c9393fbc364d0","_type":"span","marks":[],"text":"She was doing the dance many leaders are doing right now inside large, complex companies: facing a tired workforce, pressure to grow, tighter budgets, political and economic volatility, and a board asking when AI investments would start to pay off."}],"markDefs":[],"style":"normal"},{"_key":"be68d7f84bc8","_type":"block","children":[{"_key":"6efbdb2420c10","_type":"span","marks":["7c2abf4ceb83"],"text":"AI transformation"},{"_key":"6efbdb2420c11","_type":"span","marks":[],"text":" was her company’s top focus and budget investment. They brought in a big consulting firm that created a careful, polished rollout plan. Big considerations in the plan included “licenses are expensive,” and “risk needs to be managed.” Because some teams had clearer use cases, the rollout began with selected groups to drive early adoption, learning, and expansion."}],"markDefs":[{"_key":"7c2abf4ceb83","_type":"link","href":"https://chief.com/category/ai-the-future-of-work"}],"style":"normal"},{"_key":"5c1bb085ee33","_type":"block","children":[{"_key":"973ba257783c0","_type":"span","marks":[],"text":"It all sounded sensible."}],"markDefs":[],"style":"normal"},{"_key":"53103705bb41","_type":"block","children":[{"_key":"d74070c160820","_type":"span","marks":[],"text":"Then I sat down with people within the same company to understand the trust deficit beneath the surface, and I uncovered a deep disconnect between leaders and their teams. From where employees sat, the rollout carried another message:"}],"markDefs":[],"style":"normal"},{"_key":"f581ccc353dc","_type":"block","children":[{"_key":"830fd9d647e70","_type":"span","marks":[],"text":"They got the tool. (We did not.)"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9de99e766660","_type":"block","children":[{"_key":"e77717bbf8ce0","_type":"span","marks":[],"text":"They got the training. (We are waiting.)"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"820ae4c6c92f","_type":"block","children":[{"_key":"e1db5c0764aa0","_type":"span","marks":["strong"],"text":"They must be the future of this company"},{"_key":"e1db5c0764aa1","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"318cd0091809","_type":"block","children":[{"_key":"57bd500d27390","_type":"span","marks":[],"text":"That is the part of AI transformation that more leaders need to name. AI is changing how work gets done. It is also changing how people read opportunity and their future at your company."}],"markDefs":[],"style":"normal"},{"_key":"97ab68a1b136","_type":"block","children":[{"_key":"4f93bb2d95630","_type":"span","marks":[],"text":"Access becomes a signal. Training becomes a signal. Permission to experiment becomes a signal."}],"markDefs":[],"style":"normal"},{"_key":"83a2b81f3673","_type":"block","children":[{"_key":"4da72cd7bd570","_type":"span","marks":["b57cd9e01727"],"text":"Coqual"},{"_key":"4da72cd7bd571","_type":"span","marks":[],"text":" and "},{"_key":"4da72cd7bd572","_type":"span","marks":["6c18723713cd"],"text":"Catalyst"},{"_key":"4da72cd7bd573","_type":"span","marks":[],"text":"’s new research shows why this matters. Only 34% of employees said their organization makes AI training and resources available to all. Only 35% said their organization helps them build AI skills relevant to their role. And only 37% of leaders demonstrated the mix of AI decision skills, inclusive behaviors, and flexible mindset we call "},{"_key":"4da72cd7bd574","_type":"span","marks":["0542f0e73fc0"],"text":"Convergent Leadership"},{"_key":"4da72cd7bd575","_type":"span","marks":[],"text":". The payoff is measurable: Convergent Leaders were far more likely than non-Convergent Leaders to deliver higher team productivity, 93% vs. 34%; increased revenue or profit margin, 53% vs. 26%; and increased customer loyalty or satisfaction, 58% vs. 22%."}],"markDefs":[{"_key":"b57cd9e01727","_type":"link","href":"https://coqual.org/"},{"_key":"6c18723713cd","_type":"link","href":"https://www.catalyst.org/"},{"_key":"0542f0e73fc0","_type":"link","href":"https://coqual.org/reports/the-convergent-leader/"}],"style":"normal"},{"_key":"926b1e9edc54","_type":"block","children":[{"_key":"0a74f0a1f6aa0","_type":"span","marks":[],"text":"To bring these results to life in your own organization, consider this: The real opportunity for human-first AI is in how it drives stronger decisions, teams, and trust. Leading organizations are anchoring transformation with three leadership principles."}],"markDefs":[],"style":"normal"},{"_key":"43ad91668e1c","_type":"block","children":[{"_key":"d101a3cd47810","_type":"span","marks":["strong"],"text":"1. Access: Who Is Being Equipped to Make Better Decisions With AI?"}],"markDefs":[],"style":"heading2"},{"_key":"76a0aa9ca71c","_type":"block","children":[{"_key":"8546fb09b5260","_type":"span","marks":[],"text":"Access especially matters inside talent systems. Krishna, head of internal mobility at a big tech firm with more than 200,000 employees, designed an AI-enabled internal mobility platform. Employees upload their resumes. AI identifies skills. The system suggests roles. Hiring managers can then see internal candidates whose skills appear to align with open jobs. "}],"markDefs":[],"style":"normal"},{"_key":"476dd67b6beb","_type":"block","children":[{"_key":"ece41fb2be8b0","_type":"span","marks":[],"text":"The promise was real: better mobility, stronger retention, and a clearer view of talent already inside the organization. Before launching the new process, Krishna asked me to facilitate a conversation with cross-functional executives around a deceptively simple question:"}],"markDefs":[],"style":"normal"},{"_key":"72801249d281","_type":"quote","body":"What if the system starts with self-description?","quoteOptions":"quote"},{"_key":"130851a2eca6","_type":"block","children":[{"_key":"761789a577740","_type":"span","marks":[],"text":"It was the right question. Self-assessment is useful, but imperfect. "},{"_key":"761789a577741","_type":"span","marks":["bec01151ce86"],"text":"Tasha Eurich’s work on self-awareness"},{"_key":"761789a577742","_type":"span","marks":[],"text":" found that while most people believe they are self-aware, only 10% to 15% of those studied met the criteria for self-awareness. And of course, people (especially across identities) do not describe themselves equally. Some are comfortable claiming a skill after trying it once. Others need years of proof before they will say they are good at something. Some have sponsors who translate their value. Others are doing excellent work that remains under-described and under-seen."}],"markDefs":[{"_key":"bec01151ce86","_type":"link","href":"https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it"}],"style":"normal"},{"_key":"f732a7a0e4c9","_type":"block","children":[{"_key":"c72d7afd22280","_type":"span","marks":[],"text":"Krishna’s team realized, as we dug into the questions, that an AI-generated talent match could overvalue the people most fluent in being visible. So they built better questions into the process:"}],"markDefs":[],"style":"normal"},{"_key":"43d22a9ce6af","_type":"block","children":[{"_key":"f14e58f7ec270","_type":"span","marks":[],"text":"Who may be qualified and under-described?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"4591c12ce3a3","_type":"block","children":[{"_key":"dddd54a62b100","_type":"span","marks":[],"text":"Whose strengths are least likely to appear in this data?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"03277909df17","_type":"block","children":[{"_key":"37e3882f173e0","_type":"span","marks":[],"text":"What evidence beyond self-description should shape the recommendation?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"eeb99d1526f1","_type":"block","children":[{"_key":"2bc2eca3b96d0","_type":"span","marks":[],"text":"Capability does not always arrive in polished language. Human-first AI requires leaders to check whether new systems can see the talent that old systems already missed."}],"markDefs":[],"style":"normal"},{"_key":"526ef5fe8e8b","_type":"block","children":[{"_key":"85e425ea3a840","_type":"span","marks":["strong"],"text":"2. Quality: Is AI Improving Decision Quality and Effectiveness?"}],"markDefs":[],"style":"heading2"},{"_key":"c373d90b5364","_type":"block","children":[{"_key":"5736246b65ed0","_type":"span","marks":[],"text":"Sharon flew her leadership team from 13 time zones to the Midwest for a laptop-open AI working session. Her team, focused on operations inside a global beauty company, wanted to drive AI adoption. Before they could begin, Sam raised his hand and asked:"}],"markDefs":[],"style":"normal"},{"_key":"dd2560d367ae","_type":"quote","body":"Could we refine the goal from adopting AI to improving quality and effectiveness through AI?","quoteOptions":"quote"},{"_key":"66127698cd39","_type":"block","children":[{"_key":"feba3a8b8c6f0","_type":"span","marks":[],"text":"To say the room went from “Minnesota nice” to an eruption of emotions is an understatement. People had tea to spill. They vented about dashboards tracking usage and the mixed effects they were seeing on their work. Some teams were using AI more often. The output moved faster. The real question was whether decisions were improving. Sharon listened and let the room change and own this refined goal. That moment mattered. It made space for a different conversation, one focused on customer satisfaction, employee learning, and innovation."}],"markDefs":[],"style":"normal"},{"_key":"b222197d3a70","_type":"block","children":[{"_key":"a736be7af3250","_type":"span","marks":[],"text":"This is what Convergent Leadership looks like in action. AI decision skills help leaders ask whether the tool is improving the work. Inclusive behaviors make it safe for someone like Sam to challenge the goal in front of the rest of the class. A flexible mindset allows the leader to adapt when a better question appears. By the end of the session, the team had built a simple quality check leaders could use with their teams:"}],"markDefs":[],"style":"normal"},{"_key":"00c09c8e054f","_type":"quote","body":"I want to see the judgment you applied, the tradeoffs you considered, and the questions that still need human review.","quoteOptions":"quote"},{"_key":"bba81e5333e2","_type":"block","children":[{"_key":"f79021bbb8ec0","_type":"span","marks":[],"text":"Leaders can also ask:"}],"markDefs":[],"style":"normal"},{"_key":"b88ad00491bc","_type":"block","children":[{"_key":"1176edc74b1f0","_type":"span","marks":[],"text":"What decision should this improve?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"fa8606e8f69d","_type":"block","children":[{"_key":"10042b24744a0","_type":"span","marks":[],"text":"What assumptions need to be tested?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6048df415f4e","_type":"block","children":[{"_key":"66850f8f35750","_type":"span","marks":[],"text":"Whose perspective is missing?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"85f85c5469fb","_type":"block","children":[{"_key":"e31d5ce7346f0","_type":"span","marks":[],"text":"What still requires human review?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0382bbf35dc5","_type":"block","children":[{"_key":"5f57ad7365480","_type":"span","marks":[],"text":"The strongest teams will use AI to improve how they think together."}],"markDefs":[],"style":"normal"},{"_key":"22d8e927b850","_type":"block","children":[{"_key":"399d9c827daa0","_type":"span","marks":["strong"],"text":"3. Time: What Should AI Make Possible?"}],"markDefs":[],"style":"heading2"},{"_key":"cebe6a4218a2","_type":"block","children":[{"_key":"0c009a0691c70","_type":"span","marks":[],"text":"At the end of almost every session I run on human-first AI, I ask one question:"}],"markDefs":[],"style":"normal"},{"_key":"c04de308b474","_type":"quote","body":"If AI helps us save time, what should you do with that time?","quoteOptions":"quote"},{"_key":"8f630225d086","_type":"block","children":[{"_key":"8164208328dc0","_type":"span","marks":[],"text":"I love that question because it changes the emotional meaning of AI. One pharmaceuticals team decided to use some of the time AI saved for learning and experimentation. They created space to try tools together, compare what they were learning, and make sense of AI as a team. That may sound small. It is not."}],"markDefs":[],"style":"normal"},{"_key":"6130ef60164a","_type":"block","children":[{"_key":"a9ce9487e7e50","_type":"span","marks":[],"text":"If saved time is lost to more meetings, requests, and pressure, employees will quickly understand the bargain. If saved time becomes space for better thinking, stronger coaching, deeper learning, and work the team has not had time to do well, AI begins to feel like an investment. Leaders can say:"}],"markDefs":[],"style":"normal"},{"_key":"3550c709da74","_type":"quote","body":"If AI helps us save time, we are going to decide intentionally how to use that time. Some of it may go to speed. Some of it needs to go to learning, better judgment, stronger collaboration, and work we have not had time to do well.","quoteOptions":"quote"},{"_key":"e519aa1936c5","_type":"block","children":[{"_key":"a438bf86f1170","_type":"span","marks":[],"text":"Then ask:"}],"markDefs":[],"style":"normal"},{"_key":"1ed024db5754","_type":"block","children":[{"_key":"b21e7c45bee10","_type":"span","marks":[],"text":"What should AI help us do better?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"195c92e0fb74","_type":"block","children":[{"_key":"742d3f29f4a80","_type":"span","marks":[],"text":"What decisions should be improved because of it?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3f8d0ce0aca8","_type":"block","children":[{"_key":"00a6ffed28cd0","_type":"span","marks":[],"text":"What should we stop doing altogether? And my favorite question:"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f81abda3a677","_type":"quote","body":"What human work deserves more time now?","quoteOptions":"quote"},{"_key":"cb9b33c3b351","_type":"block","children":[{"_key":"9e316c48ef930","_type":"span","marks":[],"text":"That last question is the one I hope all leaders sit with."}],"markDefs":[],"style":"normal"},{"_key":"0d828c673599","_type":"block","children":[{"_key":"977f2846dc350","_type":"span","marks":["b7f4accdb7d3"],"text":"Human-first AI"},{"_key":"977f2846dc351","_type":"span","marks":[],"text":" means telling people how access decisions are made. It means setting "},{"_key":"977f2846dc352","_type":"span","marks":["87c7f25a9332"],"text":"a higher bar for judgment"},{"_key":"977f2846dc353","_type":"span","marks":[],"text":". It means checking whether new systems can see overlooked talent. It means deciding, out loud, what saved time is for."}],"markDefs":[{"_key":"b7f4accdb7d3","_type":"link","href":"https://chief.com/women-leaders-agentic-ai-study-2026"},{"_key":"87c7f25a9332","_type":"link","href":"https://www.linkedin.com/pulse/beyond-speed-why-future-ai-leadership-still-human-grace-briscoe-9un6c/"}],"style":"normal"},{"_key":"715754dbd61e","_type":"block","children":[{"_key":"cb92dbbae6130","_type":"span","marks":[],"text":"Because the promise of AI should not be a faster treadmill. It should be better work, better decisions, and more space for people to contribute at their best."}],"markDefs":[],"style":"normal"}],"supportingContent":null,"_rawEditorialCategory":{"_id":"cb3ac35f-fc5e-4f3c-8539-f0c3ba755b0e","_type":"category","_rev":"PhG3vD6QlbdezOGSeq4EJB","_createdAt":"2025-10-09T14:08:02Z","_updatedAt":"2025-10-26T18:04:57Z","description":"Discover expert perspectives from the intersection of AI innovation, workplace evolution, and women's leadership.\n","hideFromNav":false,"seo":{"_type":"seoFields","seoDescription":"Dive into forward-thinking analysis and strategies from Chief — where women’s power meets AI and the future of work.","seoMetaTitle":"Chief | AI Transformation - The Future of Work"},"slug":{"_type":"slug","current":"ai-the-future-of-work"},"title":"AI & The Future of Work","id":"-c0cffb03-0311-5c35-81f2-1d7ab44c7817","children":[],"parent":null},"article_related_series":null},"slug":"ai-access-equity-workplace","heroImage":{"caption":null,"attribution":null,"altText":"Row of light bulbs, one illuminating, representing ideas and innovation","asset":{"id":"image-8ac9538ab05c90b72764927c16a4ba4df56f63fe-1200x628-jpg","url":"https://cdn.sanity.io/images/xcsyo6gw/production/8ac9538ab05c90b72764927c16a4ba4df56f63fe-1200x628.jpg"}},"content":[{"_key":"8593eb6d949b","_type":"block","children":[{"_key":"6c4abea278b80","_type":"span","marks":["em"],"text":"Jennie Glazer is the Chief Executive Officer of Coqual, a global think tank helping companies redesign how they work and lead. On June 16, Jennie and Elysee Consulting Founder and CEO Abenaa Hayes are leading Chief Members through a hands-on workshop focused on what’s happening inside organizations as AI reshapes work and how leaders are engaging that shift in practice. Attendees will work through real scenarios like the ones below and leave with language, prompts, and tools they can use with their teams immediately. Members: "},{"_key":"6c4abea278b81","_type":"span","marks":["9cb28714ef77","em"],"text":"RSVP via the Chief app"},{"_key":"6c4abea278b82","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"9cb28714ef77","_type":"link","href":"https://members.chief.com/events/bb703f02-271c-49c8-b55c-0b6b6ca641f5/details"}],"style":"normal"},{"_key":"0e9d6025c536","_type":"block","children":[{"_key":"db79d24c37e00","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a655f6d6b5cb","_type":"block","children":[{"_key":"f30f73b1ab7b0","_type":"span","marks":[],"text":"Nadia, CHRO for a global retail company, came to me after a nose-dive in trust scores in a recent employee survey."}],"markDefs":[],"style":"normal"},{"_key":"7c6400f36a4b","_type":"block","children":[{"_key":"c9393fbc364d0","_type":"span","marks":[],"text":"She was doing the dance many leaders are doing right now inside large, complex companies: facing a tired workforce, pressure to grow, tighter budgets, political and economic volatility, and a board asking when AI investments would start to pay off."}],"markDefs":[],"style":"normal"},{"_key":"be68d7f84bc8","_type":"block","children":[{"_key":"6efbdb2420c10","_type":"span","marks":["7c2abf4ceb83"],"text":"AI transformation"},{"_key":"6efbdb2420c11","_type":"span","marks":[],"text":" was her company’s top focus and budget investment. They brought in a big consulting firm that created a careful, polished rollout plan. Big considerations in the plan included “licenses are expensive,” and “risk needs to be managed.” Because some teams had clearer use cases, the rollout began with selected groups to drive early adoption, learning, and expansion."}],"markDefs":[{"_key":"7c2abf4ceb83","_type":"link","href":"https://chief.com/category/ai-the-future-of-work"}],"style":"normal"},{"_key":"5c1bb085ee33","_type":"block","children":[{"_key":"973ba257783c0","_type":"span","marks":[],"text":"It all sounded sensible."}],"markDefs":[],"style":"normal"},{"_key":"53103705bb41","_type":"block","children":[{"_key":"d74070c160820","_type":"span","marks":[],"text":"Then I sat down with people within the same company to understand the trust deficit beneath the surface, and I uncovered a deep disconnect between leaders and their teams. From where employees sat, the rollout carried another message:"}],"markDefs":[],"style":"normal"},{"_key":"f581ccc353dc","_type":"block","children":[{"_key":"830fd9d647e70","_type":"span","marks":[],"text":"They got the tool. (We did not.)"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9de99e766660","_type":"block","children":[{"_key":"e77717bbf8ce0","_type":"span","marks":[],"text":"They got the training. (We are waiting.)"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"820ae4c6c92f","_type":"block","children":[{"_key":"e1db5c0764aa0","_type":"span","marks":["strong"],"text":"They must be the future of this company"},{"_key":"e1db5c0764aa1","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"318cd0091809","_type":"block","children":[{"_key":"57bd500d27390","_type":"span","marks":[],"text":"That is the part of AI transformation that more leaders need to name. AI is changing how work gets done. It is also changing how people read opportunity and their future at your company."}],"markDefs":[],"style":"normal"},{"_key":"97ab68a1b136","_type":"block","children":[{"_key":"4f93bb2d95630","_type":"span","marks":[],"text":"Access becomes a signal. Training becomes a signal. Permission to experiment becomes a signal."}],"markDefs":[],"style":"normal"},{"_key":"83a2b81f3673","_type":"block","children":[{"_key":"4da72cd7bd570","_type":"span","marks":["b57cd9e01727"],"text":"Coqual"},{"_key":"4da72cd7bd571","_type":"span","marks":[],"text":" and "},{"_key":"4da72cd7bd572","_type":"span","marks":["6c18723713cd"],"text":"Catalyst"},{"_key":"4da72cd7bd573","_type":"span","marks":[],"text":"’s new research shows why this matters. Only 34% of employees said their organization makes AI training and resources available to all. Only 35% said their organization helps them build AI skills relevant to their role. And only 37% of leaders demonstrated the mix of AI decision skills, inclusive behaviors, and flexible mindset we call "},{"_key":"4da72cd7bd574","_type":"span","marks":["0542f0e73fc0"],"text":"Convergent Leadership"},{"_key":"4da72cd7bd575","_type":"span","marks":[],"text":". The payoff is measurable: Convergent Leaders were far more likely than non-Convergent Leaders to deliver higher team productivity, 93% vs. 34%; increased revenue or profit margin, 53% vs. 26%; and increased customer loyalty or satisfaction, 58% vs. 22%."}],"markDefs":[{"_key":"b57cd9e01727","_type":"link","href":"https://coqual.org/"},{"_key":"6c18723713cd","_type":"link","href":"https://www.catalyst.org/"},{"_key":"0542f0e73fc0","_type":"link","href":"https://coqual.org/reports/the-convergent-leader/"}],"style":"normal"},{"_key":"926b1e9edc54","_type":"block","children":[{"_key":"0a74f0a1f6aa0","_type":"span","marks":[],"text":"To bring these results to life in your own organization, consider this: The real opportunity for human-first AI is in how it drives stronger decisions, teams, and trust. Leading organizations are anchoring transformation with three leadership principles."}],"markDefs":[],"style":"normal"},{"_key":"43ad91668e1c","_type":"block","children":[{"_key":"d101a3cd47810","_type":"span","marks":["strong"],"text":"1. Access: Who Is Being Equipped to Make Better Decisions With AI?"}],"markDefs":[],"style":"heading2"},{"_key":"76a0aa9ca71c","_type":"block","children":[{"_key":"8546fb09b5260","_type":"span","marks":[],"text":"Access especially matters inside talent systems. Krishna, head of internal mobility at a big tech firm with more than 200,000 employees, designed an AI-enabled internal mobility platform. Employees upload their resumes. AI identifies skills. The system suggests roles. Hiring managers can then see internal candidates whose skills appear to align with open jobs. "}],"markDefs":[],"style":"normal"},{"_key":"476dd67b6beb","_type":"block","children":[{"_key":"ece41fb2be8b0","_type":"span","marks":[],"text":"The promise was real: better mobility, stronger retention, and a clearer view of talent already inside the organization. Before launching the new process, Krishna asked me to facilitate a conversation with cross-functional executives around a deceptively simple question:"}],"markDefs":[],"style":"normal"},{"_key":"72801249d281","_type":"quote","body":"What if the system starts with self-description?","quoteOptions":"quote"},{"_key":"130851a2eca6","_type":"block","children":[{"_key":"761789a577740","_type":"span","marks":[],"text":"It was the right question. Self-assessment is useful, but imperfect. "},{"_key":"761789a577741","_type":"span","marks":["bec01151ce86"],"text":"Tasha Eurich’s work on self-awareness"},{"_key":"761789a577742","_type":"span","marks":[],"text":" found that while most people believe they are self-aware, only 10% to 15% of those studied met the criteria for self-awareness. And of course, people (especially across identities) do not describe themselves equally. Some are comfortable claiming a skill after trying it once. Others need years of proof before they will say they are good at something. Some have sponsors who translate their value. Others are doing excellent work that remains under-described and under-seen."}],"markDefs":[{"_key":"bec01151ce86","_type":"link","href":"https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it"}],"style":"normal"},{"_key":"f732a7a0e4c9","_type":"block","children":[{"_key":"c72d7afd22280","_type":"span","marks":[],"text":"Krishna’s team realized, as we dug into the questions, that an AI-generated talent match could overvalue the people most fluent in being visible. So they built better questions into the process:"}],"markDefs":[],"style":"normal"},{"_key":"43d22a9ce6af","_type":"block","children":[{"_key":"f14e58f7ec270","_type":"span","marks":[],"text":"Who may be qualified and under-described?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"4591c12ce3a3","_type":"block","children":[{"_key":"dddd54a62b100","_type":"span","marks":[],"text":"Whose strengths are least likely to appear in this data?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"03277909df17","_type":"block","children":[{"_key":"37e3882f173e0","_type":"span","marks":[],"text":"What evidence beyond self-description should shape the recommendation?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"eeb99d1526f1","_type":"block","children":[{"_key":"2bc2eca3b96d0","_type":"span","marks":[],"text":"Capability does not always arrive in polished language. Human-first AI requires leaders to check whether new systems can see the talent that old systems already missed."}],"markDefs":[],"style":"normal"},{"_key":"526ef5fe8e8b","_type":"block","children":[{"_key":"85e425ea3a840","_type":"span","marks":["strong"],"text":"2. Quality: Is AI Improving Decision Quality and Effectiveness?"}],"markDefs":[],"style":"heading2"},{"_key":"c373d90b5364","_type":"block","children":[{"_key":"5736246b65ed0","_type":"span","marks":[],"text":"Sharon flew her leadership team from 13 time zones to the Midwest for a laptop-open AI working session. Her team, focused on operations inside a global beauty company, wanted to drive AI adoption. Before they could begin, Sam raised his hand and asked:"}],"markDefs":[],"style":"normal"},{"_key":"dd2560d367ae","_type":"quote","body":"Could we refine the goal from adopting AI to improving quality and effectiveness through AI?","quoteOptions":"quote"},{"_key":"66127698cd39","_type":"block","children":[{"_key":"feba3a8b8c6f0","_type":"span","marks":[],"text":"To say the room went from “Minnesota nice” to an eruption of emotions is an understatement. People had tea to spill. They vented about dashboards tracking usage and the mixed effects they were seeing on their work. Some teams were using AI more often. The output moved faster. The real question was whether decisions were improving. Sharon listened and let the room change and own this refined goal. That moment mattered. It made space for a different conversation, one focused on customer satisfaction, employee learning, and innovation."}],"markDefs":[],"style":"normal"},{"_key":"b222197d3a70","_type":"block","children":[{"_key":"a736be7af3250","_type":"span","marks":[],"text":"This is what Convergent Leadership looks like in action. AI decision skills help leaders ask whether the tool is improving the work. Inclusive behaviors make it safe for someone like Sam to challenge the goal in front of the rest of the class. A flexible mindset allows the leader to adapt when a better question appears. By the end of the session, the team had built a simple quality check leaders could use with their teams:"}],"markDefs":[],"style":"normal"},{"_key":"00c09c8e054f","_type":"quote","body":"I want to see the judgment you applied, the tradeoffs you considered, and the questions that still need human review.","quoteOptions":"quote"},{"_key":"bba81e5333e2","_type":"block","children":[{"_key":"f79021bbb8ec0","_type":"span","marks":[],"text":"Leaders can also ask:"}],"markDefs":[],"style":"normal"},{"_key":"b88ad00491bc","_type":"block","children":[{"_key":"1176edc74b1f0","_type":"span","marks":[],"text":"What decision should this improve?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"fa8606e8f69d","_type":"block","children":[{"_key":"10042b24744a0","_type":"span","marks":[],"text":"What assumptions need to be tested?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6048df415f4e","_type":"block","children":[{"_key":"66850f8f35750","_type":"span","marks":[],"text":"Whose perspective is missing?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"85f85c5469fb","_type":"block","children":[{"_key":"e31d5ce7346f0","_type":"span","marks":[],"text":"What still requires human review?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0382bbf35dc5","_type":"block","children":[{"_key":"5f57ad7365480","_type":"span","marks":[],"text":"The strongest teams will use AI to improve how they think together."}],"markDefs":[],"style":"normal"},{"_key":"22d8e927b850","_type":"block","children":[{"_key":"399d9c827daa0","_type":"span","marks":["strong"],"text":"3. Time: What Should AI Make Possible?"}],"markDefs":[],"style":"heading2"},{"_key":"cebe6a4218a2","_type":"block","children":[{"_key":"0c009a0691c70","_type":"span","marks":[],"text":"At the end of almost every session I run on human-first AI, I ask one question:"}],"markDefs":[],"style":"normal"},{"_key":"c04de308b474","_type":"quote","body":"If AI helps us save time, what should you do with that time?","quoteOptions":"quote"},{"_key":"8f630225d086","_type":"block","children":[{"_key":"8164208328dc0","_type":"span","marks":[],"text":"I love that question because it changes the emotional meaning of AI. One pharmaceuticals team decided to use some of the time AI saved for learning and experimentation. They created space to try tools together, compare what they were learning, and make sense of AI as a team. That may sound small. It is not."}],"markDefs":[],"style":"normal"},{"_key":"6130ef60164a","_type":"block","children":[{"_key":"a9ce9487e7e50","_type":"span","marks":[],"text":"If saved time is lost to more meetings, requests, and pressure, employees will quickly understand the bargain. If saved time becomes space for better thinking, stronger coaching, deeper learning, and work the team has not had time to do well, AI begins to feel like an investment. Leaders can say:"}],"markDefs":[],"style":"normal"},{"_key":"3550c709da74","_type":"quote","body":"If AI helps us save time, we are going to decide intentionally how to use that time. Some of it may go to speed. Some of it needs to go to learning, better judgment, stronger collaboration, and work we have not had time to do well.","quoteOptions":"quote"},{"_key":"e519aa1936c5","_type":"block","children":[{"_key":"a438bf86f1170","_type":"span","marks":[],"text":"Then ask:"}],"markDefs":[],"style":"normal"},{"_key":"1ed024db5754","_type":"block","children":[{"_key":"b21e7c45bee10","_type":"span","marks":[],"text":"What should AI help us do better?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"195c92e0fb74","_type":"block","children":[{"_key":"742d3f29f4a80","_type":"span","marks":[],"text":"What decisions should be improved because of it?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3f8d0ce0aca8","_type":"block","children":[{"_key":"00a6ffed28cd0","_type":"span","marks":[],"text":"What should we stop doing altogether? And my favorite question:"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f81abda3a677","_type":"quote","body":"What human work deserves more time now?","quoteOptions":"quote"},{"_key":"cb9b33c3b351","_type":"block","children":[{"_key":"9e316c48ef930","_type":"span","marks":[],"text":"That last question is the one I hope all leaders sit with."}],"markDefs":[],"style":"normal"},{"_key":"0d828c673599","_type":"block","children":[{"_key":"977f2846dc350","_type":"span","marks":["b7f4accdb7d3"],"text":"Human-first AI"},{"_key":"977f2846dc351","_type":"span","marks":[],"text":" means telling people how access decisions are made. It means setting "},{"_key":"977f2846dc352","_type":"span","marks":["87c7f25a9332"],"text":"a higher bar for judgment"},{"_key":"977f2846dc353","_type":"span","marks":[],"text":". It means checking whether new systems can see overlooked talent. It means deciding, out loud, what saved time is for."}],"markDefs":[{"_key":"b7f4accdb7d3","_type":"link","href":"https://chief.com/women-leaders-agentic-ai-study-2026"},{"_key":"87c7f25a9332","_type":"link","href":"https://www.linkedin.com/pulse/beyond-speed-why-future-ai-leadership-still-human-grace-briscoe-9un6c/"}],"style":"normal"},{"_key":"715754dbd61e","_type":"block","children":[{"_key":"cb92dbbae6130","_type":"span","marks":[],"text":"Because the promise of AI should not be a faster treadmill. It should be better work, better decisions, and more space for people to contribute at their best."}],"markDefs":[],"style":"normal"}]},"href":"https://chief.com/articles/personal-board-of-advisors-women-leaders","relatedArticles":[]}},
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