Most employee surveys we've done at ACG tell a similar story about AI.
People feel upbeat; they’re experimenting, learning, and genuinely excited about how AI might help them in their work.
That AI optimism is real, but it's not the whole picture.
Within many teams, there’s also a quieter layer of conversation that doesn’t always make its way to leadership. It’s more personal, less polished, and often more revealing than anything in a pulse survey.
If you want AI to move beyond pilots and into everyday workflows, you need to hear those one-off conversations, not just the official ones.
Thanks for reading,
Robbie Allen
Founder & Managing Director
Automated Consulting Group
PS: If you’re thinking about equipping your team with agents or other AI-powered workflow tools, hit reply — I’d love to hear what you’re working on and share what we’re learning from client transformations.
Key Takeaways:
• High optimism about AI doesn’t necessarily mean employees know how it applies to their day-to-day work.
• People can be excited about AI and still unsure about what it means for job security.
• Tool confusion is common when there is no clear guidance.
• Leaders who surface these conversations early build the trust needed for meaningful, lasting adoption.
Conversation #1. “Is it safe to admit I don’t get this yet?”
What employees say to each other:
→ “I’ve tried a few tools, but I’m still not sure if I’m using them correctly.”
→ “I don’t want to look like I’m behind, so I'm not going to pose the question I really need to.”
What leaders often say:
→ “We want everyone experimenting with AI.”
→ “We’re creating a culture of learning.”
The invitation for innovation (and failure) is good, especially when the topic is being promoted visibly by leadership.
However, most people hesitate to show uncertainty.
So, as a leader, normalize the learning curve and create space for basic questions.
Tell your team:
“Nobody here is late on AI. We’re all learning at the same time.”
Then, host a session where the only goal is to ask questions that feel too simple. Pose the first question yourself.
You’ll gain significantly more insight from that session than from a strategy meeting.
Conversation #2. “What happens to my job if this works?”
What employees say to each other:
→ “If this tool does what it’s supposed to, is my role still needed?”
→ “Who decides what stays manual and what becomes automated?”
What leaders often say:
→ “We’re not replacing people with AI.”
→ “We’re just helping everyone work faster.”
When work is automated, roles inevitably change. Avoiding that reality breaks trust, and employees can see through it.
Clarity is a much better approach:
Be specific about the type of work AI will likely handle first and the new work that will replace it.
Explain how you plan to support people as their roles evolve.
Even if you cannot predict every outcome, it means a lot to your team when you show that you're thinking about their future, too.
Conversation #3. "Which AI tools actually matter?"
What employees say to each other:
→ “I’m using one platform, my teammate uses another.”
→ “I’m not sure what’s officially approved or supported.”
What leaders often say:
→ “Try whatever works for you.”
→ “We want people to experiment.”
That mindset works in the early phase of exploration. However, over time, this creates fragmentation. Different teams use different tools, the data is handled inconsistently, and the security risks increase.
You don't need to create a 40-page AI policy - just a short list of what actually matters.
Define three categories:
Approved core tools that are fully supported
Experimental tools that are allowed in test environments with clear boundaries
Prohibited uses where the risk is too high
That will answer the two questions employees have:
→ “What should I start using now?”
→ “What will get me in trouble?”
Why These Conversations Matter
Your organization has at least two groups of people: the early adopters who carry the weight of innovation, and the others who may struggle to know where to begin.
When you acknowledge these conversations and bring them out in the open, you create space for everyone to align. Then, it becomes a breeze to move fast with AI, but this time, in the same direction.
Now, some homework: → Choose one of these three areas and start a conversation with your team at the start of 2026.
Feel free to reply if you have any other conversations that you're a part of that I didn't cover.
– Robbie