Today, it is hard to imagine any executive who does not use Generative AI in their work. At the very least, most will rely on AI for information searches and gathering insights on various issues.
As AI becomes more advanced—say, with the arrival of GPT-5—executives must also upgrade themselves to become “Version 5 Leaders,” demonstrating that they can harness AI as a transformative force within their organizations. To do so, leaders should show their competency in using Generative AI based on three key principles:
1. Ask Clearly
Executives must define precise objectives when prompting AI: What is needed, for whom, and in what format? This ensures that AI delivers insights that support decision-making, not just raw information like a Google search. Start from the big picture. For example, instead of asking, “Summarize approaches to digital transformation,” one should ask, “Provide proposals for digital transformation to be submitted to the company’s board of directors for approval.”
When the intended audience is frontline staff, AI’s answers should focus on actionable steps. The clearer the context—who will use the information and within what timeframe—the more targeted the response. For instance, will the insights guide a short-term contingency plan or a ten-year strategy?
Executives adopting a “Version 5” mindset must ask questions that bring them directly to decision-ready insights: What are the biggest impacts? What are the critical risks? Are there lower-cost alternatives?
2. Use AI as a Partner, Not a Decider
AI should serve as an advisor—not the decision-maker. Like a consultant, AI helps leaders explore multiple perspectives. Ask AI to propose two or three options, detailing the pros and cons of each, or to uncover risks and opportunities that may have been overlooked.
If there are several hypotheses at play, AI can help evaluate their likelihood and potential outcomes. For instance: What would happen if assumptions prove false? How does strong leadership accelerate national progress? Conversely, what happens if leaders lack vision?
The principle is clear: executives may delegate part of the thinking process to AI, but final decisions remain the leader’s responsibility.
3. Brief Fully, Get Results That Fit
Context is everything. Just as one would fully brief a paid consultant, executives must provide AI with the complete context needed to achieve organizational goals.
For example, if the task is to draft an investment prospectus, specify that the goal is to inspire investor confidence—not simply to compile information. Clearly exclude irrelevant areas (e.g., global markets if only the domestic market is relevant), and share any existing data so AI can build upon it rather than repeat it.
Executives should also validate AI’s responses: Do they align with existing knowledge? Why do differences exist? What critical information might be missing? Most importantly, what additional data or validation is needed before making decisions?
Becoming a “Version 5” Leader
To master these principles, start with a deep understanding of your own work, along with sufficient knowledge of related contexts. Replace a command-and-control approach with a collaborative mindset. Working with AI requires an iterative process of prompting, reviewing, refining, and questioning—until truly actionable insights emerge.
Leaders must remain analytical at all times, never blindly trusting AI outputs without careful reflection.
In short, new AI is of little use to outdated leaders. But anyone can adapt, evolve, and become a new-generation leader—Version 5—ready to shape the future with AI.
https://www.bangkokbiznews.com/tech/gadget/1195607
