In a recent LinkedIn post, Florencedivet explores the evolving relationship between humans and artificial intelligence, arguing that the future of work hinges not on technical AI proficiency, but on the ability to lead and direct these powerful tools.
Florencedivet uses the compelling example of a performer on America’s Got Talent who used humanoid robots to mirror his movements. The initial audience reaction of fear and awe highlights a common societal stance towards AI. “That reaction shows where most people stand with AI today: uncertain, caught between fear and awe,” Florencedivet observes. The post challenges this passive stance by posing a crucial question: “Am I ready to work with this?”
“The robots did not make him a dancer. He was already one. The robots let him turn his solo into a full choreography. He did not compete against the technology. He led it.”
This anecdote serves as a metaphor for how professionals should approach AI. Florencedivet emphasizes that the performer didn’t simply use the robots; he trained with them, integrating them into his existing skills to amplify his performance. This proactive, leading approach, rather than a reactive or fearful one, is presented as the key to navigating the AI-driven future.
Recalibrating Expectations Around AI’s Impact
Florencedivet points out that even prominent figures in the AI field are revising their initial predictions about job displacement. The post references statements from Sam Altman and Dario Amodei, both of whom have moderated their earlier claims about AI eliminating entry-level white-collar jobs. “Even the people building the technology are recalibrating,” Florencedivet notes, indicating a broader shift in understanding AI’s true impact.
The core argument is that the narrative of job disappearance is incomplete. Florencedivet posits that the real shift is in the value placed on a specific skill: “It is about one skill becoming more valuable than most others: knowing how to train, direct, and lead AI well.” This reframes the challenge from one of fearing obsolescence to one of developing new leadership competencies.
The Gap in Organizational AI Readiness
A significant concern raised by Florencedivet is the current state of AI adoption within organizations. Many companies are failing to develop the crucial skill of AI leadership. “Most organisations are not developing it. They are either frozen by discomfort, or they are letting AI run without guidance,” the post states.
Florencedivet contrasts this with leaders who are successfully leveraging AI. These individuals, according to the author, treat AI much like a promising new employee. “They onboard it properly. They give it context. They set standards and correct when it drifts. They invest time and effort so that it can perform well,” Florencedivet explains. This analogy underscores the active management and development required for effective AI integration.
Leading AI: The New Frontier of Leadership
The post concludes by drawing a parallel between leading people and leading AI. Florencedivet argues that the most indispensable leaders in the future will not necessarily be the most technically adept in AI, but rather those who can “lead it intentionally, the same way they lead people.”
“The leaders hardest to replace won’t be those who know the most about AI. They’ll be those who lead it intentionally, the same way they lead people.”
This perspective shifts the focus from a purely technical skillset to a more human-centric leadership capability, adapted for the age of AI. Florencedivet challenges readers to consider their own readiness in this new landscape, prompting introspection on how they are currently engaging with AI.
📝 About This Content
This article is based on insights shared by Florencedivet on LinkedIn.
📅 Originally posted on June 7, 2026 | View original post on LinkedIn →