If leaders are what they read, most of us are running on a questionable information diet. The quality of our thinking reflects the quality of what we let in. This article offers a sharper way to choose your inputs.
AI readiness in government requires more than prompt training. It requires human judgment — the ability to verify AI responses and establish and maintain responsible AI practices that are essential for better decision-making.
There is nothing “soft” about the skills needed to lead employees through change, uncertainty and conflict. Today, successful government leaders must be able to guide people, not just projects.
To develop as a leader, we sometimes need to unlearn habits that served us well in previous positions, but no longer help us to succeed.
Cities exploring AI for municipal field dispatch need clear work definitions, reliable data, approved operating rules, deployment planning and measurable outcomes before AI can improve urgent field-service response.
Technology should support officers, reduce administrative burden and help keep personnel focused on public safety instead of paperwork.
Effective leaders collaborate with colleagues who have good ideas; they don’t take over the process. Learn the consequences of sidelining employees rather than recognizing and including them.
Government leaders face a dual challenge: the rising threat of AI-driven cyberattacks that call for stronger cyber defense, and DoW’s expanding use of AI. To manage AI securely and effectively, agencies should take seven actions.
In today’s AI-enabled environment, alignment alone is no longer enough to sustain consistent outcomes. Synchronization is the next phase.
A complex IT ecosystem helps ensure that AI models correctly interpret government communications and pass along accurate info about updates, alerts and other public matters. Part of that ecosystem is technology that can attribute what data the AI pulls from what source, and when.