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Brain Circuits

Are you leveraging AI learning or competing with it?

Published February 19, 2026 in Brain Circuits • 3 min read

As AI reshapes business operations, your leadership development efforts must focus on enabling humans to continue to add distinctive value. Michael D. Watkins explains how to use the 75/25% rule to guide your learning initiatives.

Strike a balance

To equip your future talent with core cognitive and creative skills, look for a balance of around 75% traditional teaching practices and 25% or so AI tools. Traditional teaching techniques include:

  • discussions that build critical thinking
  • hands-on activities that develop resilience
  • peer collaboration that enhances social influence
  • independent research that cultivates curiosity and lifelong learning.

Use AI tools to support future-relevant skills development through:

  • immediate feedback on specific aspects of creative or analytical work
  • “scaffolding” for developing human-AI collaboration capabilities
  • metacognitive exercises that build self-awareness about skills development
  • diagnostic tools that identify gaps in core competencies
  • practice environments for technological literacy and AI fluency.

 

Practical implementation strategies

To implement this approach successfully, you need to prioritize future-relevant capabilities while thoughtfully integrating AI as a learning-enhancement tool. Use this checklist to assess your approach:

  • does this learning experience develop core skills, as identified by the World Economic forum’s Global Skills Taxonomy, or out-of-focus capabilities?
  • are we strongly prioritizing activities that build creative thinking, analytical reasoning, leadership, technological literacy, and other future-ready skills?
  • would completing this task well require capabilities where humans add distinctive value, or could AI handle it effectively?
  • are we ensuring that learning activities focus on developing areas where humans maintain competitive advantages?

 

A fundamental reimagining of leadership

This approach requires a fundamental reimagining of what leadership means in an AI-integrated world. Whether in the higher education classroom or executive training program, learning must emphasize creative thinking, analytical reasoning, adaptive leadership, technological literacy, and other capabilities where humans add unique value.

This will require courage to abandon traditional content that emphasizes out-of-focus capabilities in favor of learning experiences that develop the creative, analytical, and adaptive thinking students and leaders alike will need throughout their careers.

 

Key takeaway

Future leaders need to excel at the intersection of human insight and AI; combining technological fluency with irreplaceable human capabilities such as empathy, creative vision, and authentic influence. Failing to adapt your leadership development programs risks cultivating executives who compete with AI rather than leverage it.

Authors

Michael Watkins - IMD Professor

Michael D. Watkins

Professor of Leadership and Organizational Change at IMD

Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.

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