You’re Using AI. But Are You Leading With It?

After 12 successful years leading one of the biggest companies in the U.S., the CEO of Walmart, Doug McMillon, stepped down earlier this year—not due to performance issues or board disagreements, but because of something much more transformative: AI. 

McMillon’s departure is a flashing signal for corporate leaders everywhere: AI is upending the traditional standards of leadership readiness, and the next generation has to be prepared. 

In an interview with CNBC, McMillon put it bluntly, “With what’s happening with AI, I could start this next big set of transformations with AI, but I couldn’t finish.”

AI fluency is no longer a mere technical credential. It has become a leadership signal—one that decision-makers are already reading, whether they have made it explicit or not. 

Accenture is one company that’s made that explicit. CEO Julie Sweet announced that AI proficiency is now a mandatory criterion for promotion at a company of more than 770,000 employees, three years into a $3 billion AI integration program. 

Not every organization, however, has been so formal. But as the wait-and-see experimentation era of AI turns the page, there is a growing gap forming between the executives that are quietly experimenting with AI in the background, and those that are leaning in to lead with it. 

The numbers tell a clear story: most leaders have added AI to their workflow. Far fewer have let it change how they think, prepare and show up. As of late 2025, 69 percent of workplace leaders were using AI, up from less than 40 percent two years earlier. Yet a February 2026 study from the National Bureau of Economic Research found that among 6,000 C-Suite executives, AI usage averaged just 1.5 hours per week, with 90 percent reporting no measurable impact on productivity. That gap between adoption and meaningful integration is precisely where the leadership opportunity lives.

The executives who are advancing right now are not the most technically sophisticated AI users in their organizations. They are the ones who have done something more important: They have made AI fluency part of how they think, prepare and show up—and they make that visible. The distinction shows up in four specific and observable ways.

• Preparation: Large Language Models (LLMs) allow executives to brainstorm and stress test their assumptions before they get into the boardroom. 
• Communication: Clean documents prepared faster give leaders more time to think through the precision and specificity in their point of view. 
• Development: AI fluency needs to be present not only amongst leaders, but amongst their team as well. 
• Future planning: Familiarity breeds understanding, and leaders who strategically understand AI can go look beyond efficiency to describe the specific implications AI has for their industry, their function and the competitive landscape at large.

The business leaders who understand this shift are building a compounding advantage. Every month of intentional AI engagement widens the gap between them and those who are waiting for a formal mandate before taking it seriously.

Research on status and power dynamics shows consistently that leaders are evaluated not just on what they deliver but on the signals they send about their trajectory. AI fluency is simply the most current and most urgent expression of that dynamic.

Three places to start, for the leaders who are ready to close the gap:

1. Make your AI engagement visible, not private. Most senior leaders experimenting with AI do it quietly, treating it as a personal productivity tool. That is a missed opportunity. The leaders who are advancing bring their AI thinking into the room—referencing how they used AI to stress-test an assumption, develop a perspective or anticipate a challenge. Visibility is not bragging; it’s signaling. And in a landscape where decision-makers are looking for evidence of adaptability, silence reads as absence. In a board strategy session, a CFO might mention she used AI to pressure-test three revenue scenarios before the meeting and flagged one assumption that AI challenged—one the room hadn’t considered. She’s not showing off a tool. She’s demonstrating a new kind of preparation. That’s the signal.
2. Develop a specific point of view, not just familiarity. The leaders who stand out are those who can not only describe what AI does, but  articulate what it means—for their industry, their function, their competitive landscape and their team. That informed, specific perspective is a form of AI leadership with a distinct point of view on its use cases. A chief medical officer, for example, might use AI to accelerate the identification of drug candidates in R&D, cutting years off a process. And separately, use it to reduce variability in patient selection for clinical trials, improving the odds that the right patients are enrolled faster. Same technology, two completely different applications, each chosen because it targets a specific bottleneck in the business. That is what a specific point of view looks like in practice.
3. Integrate AI into how you lead, not just how you work. The most powerful signal is when you’ve built the AI muscle into how the team operates. Consider a chief product officer who introduces a standing monthly review where each function shares one example of how AI changed a decision or a deliverable that month. Creating a live, recurring habit that makes AI thinking part of how the team operates will then make the leader’s role in building that culture visible to the people above them.

What Accenture has formalized, and what McMillon’s departure illustrates, is something that decision-makers across industries are already observing and already weighing: AI fluency is moving from optional to expected, and the leaders who treat that shift as a preview rather than an anomaly will be significantly better positioned for what comes next.

The individuals who make that shift—from passive familiarity to visible, strategic engagement—will not just meet the new standard. They will define it. And in doing so, they will have done what selection-ready leaders have always done: positioned themselves for the level above before anyone told them they needed to.