UK businesses are having to quickly adjust to a major turning point; AI becoming embedded at every level of an organisation. In fact, nearly half a million organisations in the UK have adopted AI in their business, with uptake rising to almost 70% among larger enterprises.
AI adoption happens at all levels, but it’s important that it comes from the top. Without this, it won’t filter down to employees, and leading by example, especially with emerging technology, won’t happen.
Whilst championing AI use internally, the question is, are leaders really getting the training they need to be able to support the roll out of AI? With over half a million businesses investing in AI, are leaders truly equipped to keep pace with the very changes they are driving?
Why CEOs need continuous development too
Training is typically something that is encouraged at the start of your career. Entry-level staff often receive structured learning pathways, while managers are offered leadership courses. But once you reach the C-suite, opportunities for development tend to slow down. The introduction of AI means there is a whole new set of skills that everyone, from entry level to c-suite, must learn.
With technology, specifically AI, evolving so rapidly, no leader can afford to stand still, and executives need to approach their own development as a continuous journey, by understanding AIs strategic applications, risks, and the impact it has on the workforce. This is especially critical for SME leaders, who need to be strategic about where they place investments. Leaders who invest in their own learning model curiosity and adaptability, signalling to employees that growth is expected at every level.
By upskilling themselves, executives can identify where AI truly adds value, distinguish real potential from hype, and integrate it effectively into the business.
Building a real-time view of skills
One practical step business leader can take is to build an AI skills inventory for themselves and their employees. By using AI to map workforce capabilities in real time, leaders can identify not only gaps in technical expertise but also the skills needed to navigate change. It also helps map career progression across all levels so executives can focus on their growth whilst knowing their employees are doing the same.
Leaders can see where their teams need support, where reskilling is required, and where hidden talent already exists. But most importantly, they can also see their own skill gaps reflected back at them, whether that be AI or any other emerging technology. This visibility turns learning from a reactive exercise into a proactive strategy, aligning development with business goals.
Meeting C-suite where they are
C-suite members can face the challenge that training rarely meets them where they are. While they are not 'deskless,' like retail or front-line workers, they’re constantly moving between board meetings, investor calls, and presentations. Few have hours to have traditional sit-down training, yet they need to find a way to stay up to date on trends, especially on AI.
Without timely and up to date training they risk falling behind on strategy, compliance, and growth. It is important they have integrated learning into the flow of their work. For C-suites that could mean short insights ahead of a board meeting or AI prompts tied to pressing challenges.
C-suites need training tailored to their pace. Instead of lengthy courses, AI learning for CEOs should be bite-sized, practical, and linked to daily decisions. Leaders need tools that embed AI literacy into their routines, scenario-based coaching in strategy sessions, smart recommendations tied to risks, or clarity on how AI skills connect to future opportunities.
The role of engaged leadership
Technology doesn’t transform businesses, people do, and people are far more likely to embrace change when they see their leaders actively involved. Engaged, visible leadership makes the difference between AI adoption that feels imposed and adoption that feels inspiring.
When the c-suite can share their own learning journeys through personalised learning plans, they can help create a culture of psychological safety. Employees feel encouraged to try, fail, and learn, rather than fear being replaced by a machine they don’t understand. Sustained motivation during AI adoption requires more than corporate announcements; it requires leaders who are present, informed, and human.
AI may be the catalyst, but the real transformation lies in how leaders choose to respond. Reskilling in 2025 is about building an organisation where adaptability, and shared accountability for learning are the norm.
When executives commit to their own development, they lead the rest of their organisation the same way. The companies that thrive will be those where the boardroom models the same growth mindset it asks of its frontline, proving that in the age of AI, the most valuable skill of all is the ability to keep evolving.
