AI Likes Kissing Up to You

Personal Tech columnist at The Wall Street Journal, Nicole Nguyen, wrote in Why I Told My Chatbot to Stop Kissing Up to Me, “AI is trained in part on what people like, and people prefer the brown-nosing, says Myra Cheng, a computer-science Ph.D. candidate at Stanford University and lead author of a March study on agreeable AI. Participants rated sycophantic AI responses significantly higher in quality and, after interacting with a more obsequious model, said they were more likely to return to the AI.”

The study found that “AI affirmed users’ actions 49% more often than humans, even when queries involved deception, illegality, or other harms. In three preregistered experiments, even a single interaction with sycophantic AI reduced participants’ willingness to take responsibility and repair interpersonal conflicts, while increasing their conviction that they were right.”

This is foreboding. If you take AI to be an authority in your life, the pressure to take responsibility and self-correct is muted. If you are always right, the incentive to take your cues from AI will drive you to return again and again at your own peril.

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Posted by Michael McKinney at 07:06 AM
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Mastering Uncertainty

WE all face uncertainty. The question is: how can we keep performing when faced with the disorder of uncertainty? Life will not happen according to our expectations. Peak performance at all times is not realistic. Instead, success is about optimal performance.

Rich Diviney states in Masters of Uncertainty that “True success in life and business hinges instead on optimal performance, which means delivering your ‘best’ in the moment, whatever your best looks like in that moment. Sometimes your best is about persevering, moving forward step-by-step in the midst of challenges, embracing the messy, grueling, and unpolished reality.”

Diviney’s Mastering Uncertainty Method comprises three steps: Move Horizons, Keep Going, and Stay Cool.

Move Horizons

Asking what I know now and what I can control keeps you in the here and now without overthinking and spiraling into negative thinking. Levels of uncertainty are determined by three key factors: Duration (How long will this situation last?), Pathway (What should I do next?), and Outcome (What is the goal?).

“Moving Horizons is a process where you remain anchored in the present while actively shaping your own Duration, Pathway, and Outcome. Life’s unpredictability often leaves us without clear timelines, defined steps, or guaranteed outcomes for our challenges.” It’s how we best deal with uncertainty one step at a time. Through this process, “you sequentially grow the sphere of what you know and control.”

Keep Going

As you progress, keep setting goals that are not too big but just outside your comfort zone. A rightly sized goal will keep you going. Staying focused on the current situation, you will find that sometimes a goal will involve a detour. That’s OK.

Stay in the present moment. “Refocus on what you know and what you can influence right now. The old saying ‘Keep your eyes on the prize’ is often touted to hone focus and stir passion. However, fixating on the end goal isn’t necessary to make progress or to maintain zeal.”

Stay Cool

Keep your mind on the big picture. Take a panoramic view. It will help you avoid becoming overstimulated. “When a threat looms and autonomic arousal begins to rise, focused vision activates, and vision tends to narrow. This natural response heightens the ability to concentrate on the critical circumstance demanding attention. In extreme cases, this can lead to ‘tunnel vision,’ where perception is limited to the threat itself, and all else falls away.”

Facing uncertainty is easier when you know yourself—what you are good at and what you are not. “Use your strengths to your advantage, and find ways to counterbalance your weaknesses.”

Your identity – how you see yourself and how you interact with the world around you – plays a large part in how you respond to uncertainty. Our identities give us guideposts as we navigate our world. Diviney recommends that we “seek, if possible, perspective or help from others who have different identities. Make space for yourself to consider alternative strategies or to take things slower. Often, simply committing to slowing down while you set horizons can help you see beyond the instincts you carry.” Another perspective can go a long way to bringing down our anxiety level.

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Posted by Michael McKinney at 07:47 AM
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Leading Thoughts for August 20, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Creator of the iPod, iPhone, Tony Fadell on building a company:

“I needed to learn. And the best way to do that was to surround myself with people who knew exactly how hard it was to make something great—who had the scars to prove it. And if it turned out to be the wrong move, well, making a mistake is the best way to not make that mistake again. Do, fail, learn.

“The critical thing is to have a goal. To strive for something big and hard and important to you. Then every step you take toward that goal, even if it’s a stumble, moves you forward. And you can’t skip a step—you can’t just have the answers handed to you and detour around the hard stuff. Humans learn through productive struggle, by trying it themselves and screwing up and doing it differently next time.”

Source: Build: An Unorthodox Guide to Making Things Worth Making

II.

Maynard Webb on finding inspiration:

“Inspiration often starts with frustration. It begins with what seems like intractable problems—and then an unwillingness to accept that there are not any answers. I keep these intractable problems in my head and keep a lookout for answers or insights that can come from anywhere.

“Even if you do not have the answers you need right now, I promise you that your solutions are all out there. You just need to acknowledge that you have a sticky issue, commit to solving it, and go about your journey with an air of wonder and an understanding that magic can and will happen.”

Source: Dear Founder: Letters of Advice for Anyone Who Leads, Manages, or Wants to Start a Business

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Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index.

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Posted by Michael McKinney at 12:37 PM
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Quickpoint: The 3Cs of Self-Reflection

PROFESSOR of Management and Strategy at the Kellogg School of Management, Harry Kraemer, Jr., explains the 3Cs of self-reflection in Your Values-Based Legacy. He says we self-reflect to examine our pasts for clues about our future journeys. We are influenced by our connection, our community, and our choices. “When enhanced by self-reflection, these three Cs enable us to gain clarity about what we’re currently doing, what we’d like to do, and how all the aspects of our lives come together with a sense of purpose.”

There is no right or wrong way to engage in self-reflection. The key is to find time when you can be silent and contemplate what matters most. In these quiet moments, I look back on the day and ask myself:

• What did I say I was going to do today, and what did I actually do? If what I did was different than what I planned, what were the reasons?
• What went well, and what did not?
• How did I treat people?
• Am I proud of the way I lived this day?
• If I had the day to live over again, what would I do differently?
• What did I learn today that will have an impact on howI live the next day, the next week, and going forward?

Why do this?

• Only by being self-reflective can I truly know myself.
• If I don’t know myself, I cannot lead myself.
• If I can’t lead myself, I cannot lead other people.

These statements always point me deeper into self-reflection to clarify my values and priorities.

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Posted by Michael McKinney at 09:40 AM
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Does AI Lie?

WE’RE used to living with small lies.

I was confronted by this fact when, recently, as I was preparing for a dinner party, I climbed onto a step-stool and reached into the liquor cabinet. One by one, I pulled down bottles that were nearly empty. Not surprisingly, at some point over the years, my young adult kids had helped themselves.

As they were growing up, we navigated our share of lies. We had conversations about drinking. We had rules. And still, like all children, they lie at times.

But I’m invested in them anyway. I love them, and I trust them. I understand that we won’t always tell each other the full truth. That isn’t dysfunction. It’s human.

Human lies are tangled up with relationships. People stretch the truth out of fear, protection, embarrassment, ego — even kindness. When I caught my kids lying, it revealed something deeper — discomfort about independence, boundaries, identity. The lie isn’t the whole story. It’s a signal.

And now we say AI “lies.” The claim in this context is misleading. Human lies involve intent — someone knows the truth and chooses to distort it. AI has no such awareness. What we call an AI “lie” is usually something subtler: an answer that sounds authoritative but turns out to be incomplete, outdated, or overly certain.

That difference matters.

AI does not lie in the moral sense, but it also has no loyalty to the truth. It generates confident responses without reliably signaling uncertainty and makes it easier for us to accept incomplete truths. Sometimes the information is simply wrong. More often, complex questions are presented as if the answers are settled.

And yet, we’re beginning to treat these answers the way we treat the small distortions of everyday life: we let them pass.

It’s easier — and often more convenient — to accept the answer and move on than to question it. In fact, in a controlled 2025 study on human reliance on AI-generated advice, participants followed incorrect AI suggestions more than half the time (52.1%), even when they were told the system was frequently wrong. Simply warning users about AI’s limitations didn’t meaningfully reduce this reliance. Confident, incomplete answers are surprisingly easy to accept as truth.

We might think of this as a kind of convenience bias — a tendency to accept answers that are fast, clear, and complete enough, rather than pause to test whether they’re fully true.

That raises a simple but urgent question: When does the truth matter more to us than our own convenience?

The difference becomes clear when the stakes are high.

My friend had been caring for a loved one with pancreatic cancer. Wanting to stay informed, their family began using an AI tool to understand the latest treatment options and research developments. They asked what therapies are most effective and whether newer experimental approaches are worth considering. The AI’s response was clear and reassuring: standard chemotherapy protocols remain the most reliable treatment. Experimental therapies, it explained, are still early-stage and uncertain. The path forward sounded straightforward — follow established care.

But cancer researchers and oncologists know that the reality is more complicated. There are promising clinical trials exploring targeted therapies and immunotherapy combinations. The field is evolving quickly, and specialists often weigh the evidence differently depending on the patient’s condition and goals.

The AI’s answer wasn’t fabricated. It referenced real, established treatments. But its false certainty presented a complex, evolving field as if the answer were settled.

This is one of the most common ways AI “lies” — not through malicious intent or obvious error, but by sounding certain when the truth is much muddier. AI’s answers can be outdated, off-target, or too narrow — shaped by incomplete data, algorithmic limitations, and even the way our own queries are interpreted. In a culture that increasingly rewards speed, those answers can feel especially easy to accept.

And unlike a human expert, AI doesn’t express humility. It rarely says, “this is evolving,” “experts disagree,” or “the evidence is limited.” Instead, it delivers smooth, confident responses that make even contested information sound resolved. When uncertainty is hidden, we’re less likely to question what we’re being told.

It also can’t distinguish, in a meaningful way, between strong evidence and opinion. It can present both with the same tone of authority. And perhaps most importantly, AI can’t judge when the truth matters more than convenience. It answers a casual curiosity and a life-altering question with the same polished confidence.

That’s the risk.

The liquor cabinet wasn’t empty because my kids lied. It was empty because I assumed everything was as I expected. I didn’t check. I ran out to the store minutes before guests arrived because I’d relied on an assumption rather than verification.

We’re doing something similar with AI. In everyday life, small distortions can be absorbed. But in financial decisions, medical guidance, legal advice, or academic work, the cost of unexamined confidence is higher.

So what does it mean to use AI well?

The solution isn’t to use AI less. It’s to use it more carefully — and more actively.

Most of us already know how to do this when we want better answers. Many parents learn that asking a child, “What did you do today?” produces the unhelpful reply: “Nothing.” But a more thoughtful question — “What was the best part of your day?” or “Teach me something you learned” — draws out richer, more accurate responses.

Research supports this instinct. The way a question is framed shapes the quality of the answer. More specific prompts lead to more thoughtful and accurate responses. Better questions don’t just produce better answers — they guide the thinking that makes better answers possible.

The same principle applies to AI. The quality of AI’s output is directly tied to the quality of our input.

Here are ways to produce better AI answers by asking better questions:

1. Ask detailed questions. Broad prompts produce generalized answers. More precise questions about trade-offs, limitations, and disagreements push the system toward more useful responses since real-world decisions rarely come without disagreement, uncertainty, or competing perspectives. Simplicity can be a signal that something important is missing.

2. Ask for sources. When we have the sources, we can review them directly and assess their credibility. Are they recent? Are they based on rigorous research or opinion? Do multiple sources support the same conclusion?

3. Resist treating our AI usage as a single transaction. High-stakes questions require iteration: ask broadly, challenge the answer, verify the evidence, and ask again from another angle. In the case of my friend researching pancreatic cancer treatments, that might mean asking for summaries of the latest clinical trials, identifying which experimental therapies show early promise, and probing what uncertainties remain.

4. Recognize AI’s limits. No artificial intelligence tool can replace the judgment, experience, and nuance of an oncologist or cancer researcher. AI can help you locate experts. It can’t replace them.

There’s no prompt that guarantees truth. There’s no magic question that forces AI into honesty. And in all our concern about AI hallucinations, we may be missing the sharper point: AI doesn’t threaten the truth. It threatens our habit of checking. It exposes how easily we trade truth for convenience.

Our human edge won’t come from rejecting these tools. It will come from knowing when a confident answer deserves a second look — and how to search for the fuller truth.

The problem isn’t that the bottles are empty. It’s that we stopped checking.

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Cheryl Strauss Einhorn is the creator of the AREA Method, a decision-making system for individuals, companies, and nonprofits to solve complex problems. She is the founder of the decision-sciences company Decisive, offering leadership training, curriculum, coaching, and professional development services, and is an adjunct professor at Cornell University. An award-winning author, her new book is The Human Edge: Smarter Decisions in the Age of AI (Cornell Publishing, May 15, 2026). To learn more, check out her TED talk and visit areamethod.com.

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Posted by Michael McKinney at 09:52 AM
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The Panoramic Leader: How Great Leaders See Differently

TO make the best decisions, we need to expand our view and think through a wider range of experiences and opinions. See panoramically.

Increasing change and complexity require that we get more complete and diverse information and look outside of our usual suspects. We need panoramic intelligence.

In The Panoramic Leader, Cornelia Choe and Marshall Goldsmith say that “panoramic intelligence is about training yourself to see through more than just your own lens. The real power is when you move beyond simply noticing others and start to see the world through their eyes, understanding the experiences and beliefs that shape their maps.”

The lenses we choose to see the world determine the reality we see. The authors have identified three lenses—inner, outer, and relational—that allow us to see more fully.

The inner lens helps us to gather self-awareness through self-reflection. It impacts how we see the world through our outer lens. The outer lens expands our view through our interaction with others, “taking in the systems, perspectives, and shifting conditions that define the world around us.” The relational lens creates insights between our inner and outer perspectives and transforms each with the insights gained from that enhanced perspective. We grow from the intersection of each lens.

The relational lens gathers the insights we develop internally and shines that light back outward to our stakeholders through our outer lens, expressed in dialogue and leadership. This continuous refraction of insight—taking in light and returning it transformed—is what distinguishes panoramic leaders. They do not merely absorb understanding from all sides; they refract it back outward toward their stakeholders, shaping conversations and aligning teams.

This model highlights the need for feedback. Feedback helps to remove blind spots from our inner lens. If you are not getting input from outside yourself, you will not see clearly what is going on around you. It has always been the case, but especially today in a rapidly changing world, if you are not adjusting and experimenting, you will become irrelevant.

Many of us continue to cling to outdated mental maps because they’re familiar and comfortable, even if they lead us to constant disappointment because they don’t take us to where we want to go.

They suggest we ignite our courageous curiosity, question ourselves, and to know our map and keep adapting it.

I love this question: Who’s not at your table? Who should we have join us? Inviting people in that we normally don’t associate with opens us up to new perspectives and ideas. Developing panoramic leadership requires that we “go beyond understanding stakeholders to building meaningful relationships with them and staying attuned to their evolving circumstances and views.”

As we work with others, we find where their perspective or map aligns with ours and how they might fit together. Where other people’s maps are different or contradictory to our own can reveal areas where we need to pay closer attention and find previously unseen opportunities.

For panoramic leaders, differing perspectives are the raw material of better judgment. They help us sort through the information we collect, clarify priorities, and anticipate risks. They test assumptions and reveal how various stakeholders’ perspectives can be integrated into a coherent picture. By engaging with conflicting views productively, leaders uncover blind spots, refine their priorities, and navigate growing complexity with sounder judgment.

Combining maps requires that we interpret their perspective and microtranslate our perspective for them. In this way, we learn from one context so that we can apply those lessons to our own. We begin to see where our maps may be incomplete and fill in our blind spots.

Another component to consider, as we evaluate what insights we should add to our own and which ones to leave out, we should identify not only what loyalties our stakeholders have but what loyalties we have that might be swaying our judgment. They suggest that we ask ourselves: “To whom do I feel most responsible? Who would react most vigorously if I did something out of the routine? Whom am I trying hardest to please or impress? Who would I most disappoint? Whose support do I most need?”

We can never allow complacency to creep into our worldview. The world continues to change around us, and, like explorers sailing to uncharted lands, we must constantly adjust our maps accordingly.

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Posted by Michael McKinney at 11:26 AM
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Leading Thoughts for August 13, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Bill Burnett and Dave Evans on detachment:

“A state of mind that is fully engaged but calmly detached is the best place from which to do design. When you are fully engaged in any task—really buckling down and getting the work done—you have the best chance of unlocking a great solution. However, most of us can’t shake off the fear of a bad outcome, and this tends to stifle our creativity and burden our actions. But when you can cultivate a mindset that is detached from outcomes, which are ultimately out of your control, you are the freest and most creative. When something goes as hoped for, you’re pleased. When something unexpected or negative happens, you’re bemused and happy to learn from the experience (which is why you come to think that just about everything is a prototype).”

Source: How to Live a Meaningful Life: Using Design Thinking to Unlock Purpose, Joy, and Flow Every Day

II.

Gary Hamel on decision-making:

“Paradoxically, as decisions get bigger, the ranks of those able to challenge the decision maker get smaller. Hubris, myopia, and naivete can corrupt decisions at any level, but that risk goes up when the decision maker’s power is, for practical purposes, incontestable. Give someone monarch-like authority, and sooner or later there will be a royal screw-up.”

Source: What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation

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Posted by Michael McKinney at 11:58 AM
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Build Your Day from the Top Down: Why Your Goals Should Shape Your Calendar

LOOK at how most people plan. They open the calendar, see the squares, and start filling them. A meeting here, a block there, a few tasks wedged into the gaps. By the end, the week looks full and feels productive.

It is also completely backward. Starting with the calendar means you are organizing your time before you have decided what any of it is for. That is how founders end up busy for months and somehow no closer to anything that matters. The fix is to flip the whole thing. Build your day from the top down, not the calendar up.

Borrow the Inverted Pyramid

I spent years writing before I built businesses, and the most useful structure I ever learned came from journalism: the inverted pyramid. You lead with the single most important point, and everything below it exists to support that point. The further down you go, the smaller the detail.

That structure became the spine of the Time Management Inverted framework, a productivity system that I've built over the past decade. At the very top sits the most important thing you have, the one I call your Grand Vision. Everything beneath it, all monthly goals, weekly tactics, and daily tasks, exists only to support that vision. Nothing earns a place on your calendar unless it props up the thing at the top.

Most planning advice has you building from the bottom. You stack up tasks and hope they add up to something. The inverted pyramid does the opposite. You name the destination first, then work down to the daily moves that get you there.

“Why”

A Grand Vision is your long-term target, usually set on a longer-term horizon to keep it concrete. For simplicity, let’s choose a year. Those Grand Visions could be to triple your client base, hit a million in revenue, finish the book, build the team that lets you step back. It is big enough to pull you forward and clear enough to measure.

Think of it as your "why." It is the reason the rest of the work exists.

Everything below the Grand Vision is the "what" and the "how." Monthly goals are the major accomplishments that support the vision. Weekly tactics are what you execute to hit those goals. Daily tasks are the specific, intentional moves you make each day to carry out the tactics. Each layer ladders up to the one above it, and the whole structure points at the top.

When that chain is intact, every task you touch is connected to something larger. You feel it. The work has weight because it is going somewhere.

Busy Is Not the Same as Forward

Here is what happens when the chain breaks. Your daily tasks stop pointing at any vision at all. You answer emails, sit in meetings, put out fires, and clear the small stuff because clearing it feels good. The day ends, you are exhausted, and you cannot name one thing you actually moved.

That is the trap. Busyness is motion. Progress is direction. They are not the same, and a packed calendar will happily fake the second one while delivering only the first.

When I was running several ventures at once and felt buried, the problem was never a shortage of effort. I was working constantly. The problem was that almost none of it laddered up to a vision. I was filling squares. The moment I tied my days back to a clear top, the noise fell away, and the real work surfaced.

How to Build from the Top Down

A few deliberate steps put the pyramid back in the right order.

• Define one Grand Vision before you schedule anything beneath it. Not five. One. Write it down with a one-year timeline so it is specific enough to act on. Until the top exists, nothing below it has anything to support.
• Translate it down the layers. Break the Grand Vision into monthly goals, then break those into weekly tactics, then break those into daily tasks. Each layer should obviously serve the one above it. If you cannot draw that line, the task does not belong.
• Audit your calendar for orphans. Go through your week and find every task that supports no vision at all. The standing meeting nobody needs. The report no one reads. The reflexive busywork. Then cut it. Reclaimed time is the easiest time you will ever find.
• Limit yourself to three to five real priorities. Focus splits the more you divide it. Cap your week and your day at three to five things that genuinely matter, your “Big 3 to 5,” and protect them. More than that is not ambition. It is dilution.

The point of all this is not to schedule harder. It is to make sure the hours you already have point somewhere worth going.

Your calendar should be the last thing you fill, not the first. Decide what your life and your business are building toward, then let that decision shape every square beneath it.

Start at the top. Everything else follows.

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Ron Lieback is the founder of the 365 to Vision brand and the developer of the Time Management Inverted framework, which he has refined over more than a decade. He has applied these same principles to keep his digital marketing agency, ContentMender, lean since 2017. A prolific writer who has produced thousands of articles, he is a freelance motorcycle journalist and consultant to major motorcycle brands and a contributor to outlets including Search Engine Journal, Entrepreneur, and Search Engine Land. His new book is Time Management Inverted: Live with Intentional Focus, Become the Best You (Amplify Publishing, 2026). Learn more at 365tovision.com.

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Posted by Michael McKinney at 12:18 PM
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