The AI Gap Isn’t a Technology Problem; It’s a Leadership Problem
- Joey Frampus, Managing Director, Sales
- 1 day ago
- 3 min read
A recent Wall Street Journal article caught my attention, not because of the headline, but because of the data behind it. The article highlighted a stark disparity between how individual contributors and the C-suite perceive the impact of AI on productivity.
When asked how much time AI is saving them each week, a large percentage of workers reported no time savings at all. Meanwhile, executives overwhelmingly believed AI was saving them multiple hours per week, in some cases more than 8–12 hours.
At first glance, it’s a jarring graphic. But when I look at it, I don’t see a right-versus-wrong argument. I see something far more familiar, and far more fixable. I see misalignment.
Same Technology, Two Very Different Realities
From the C-suite perspective, AI often shows up in dashboards, pilots, and strategic conversations. Leaders hear about efficiency gains, automation, and competitive advantage. They see AI as a lever for scale.
From the individual contributor’s perspective, AI often shows up as noise. Another tool, another login, another vague mandate to “use AI” without clarity on how, when, or why.
So, when executives say, “AI is saving us time,” and workers say, “Not for me,” both can be telling the truth at the same time. The problem isn’t AI adoption. The problem is AI translation.
Clarity Is a Leadership Responsibility
One of the core responsibilities of leadership is to create clarity, especially during periods of change. AI is no different.
If people don’t understand:
What AI should be used for
What “good” looks like
What outcomes matter
How success is measured
Then adoption becomes optional, inconsistent, and frustrating. In other words, if AI productivity is unclear, it will be unused, or worse, misused.
Leaders can’t just say, “Use AI to be more efficient,” any more than they can say, “Sell more” or “Recruit better” and expect results. Clarity precedes capability.
Adoption Is an Individuals Responsibility
That said, this isn’t a one-sided issue. Once clarity exists, individual contributors have a responsibility to lean in. AI is not something that happens to you, it’s something you learn to use for you.
The first step in AI productivity isn’t automation. It’s understanding.
Understanding:
Where AI can remove friction from your day
Which tasks should be faster, cleaner, or more consistent
How to apply judgment instead of defaulting to manual effort
AI doesn’t replace thinking—it rewards it.
Why This Gap Matters
This perception gap is more than a survey result. It’s a warning sign. When leaders believe productivity is improving and workers don’t feel it, frustration builds. Engagement drops. Trust erodes. And the very technology meant to accelerate performance becomes a source of skepticism.
The good news? This gap is not permanent. It doesn’t require better tools. It requires better alignment.
Training Is the Bridge
At Butler Street, we’ve made it a mission to move AI out of theory and into daily behavior—especially for salespeople, recruiters, and leaders. Not just how to use AI, but why, when, and to what end.
When AI training is tied to:
Clear workflows
Real roles
Measurable outcomes
The results aren’t hypothetical. They’re provable. That’s why, when I look at that WSJ graphic, I don’t see a problem to debate. I see an opportunity to lead better. Because when clarity meets adoption, AI stops being jarring and starts being effective.
And that’s a gap worth closing.
If you’re ready to close this gap in your organization, Butler Street can help you turn AI from a vague mandate into clear, repeatable daily behavior. We equip leaders to create the clarity people need (what to use AI for, what “good” looks like, and how success is measured) and we train teams to adopt AI in ways that actually improve workflow, output, and performance, not just experimentation. When you’re ready to move from pilots and dashboards to real, measurable results, contact us to get started.
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