Gone are the days when a robot passing the Turing test made bold headlines. Now, our machines are making art and finding cures for diseases. The excitement is real and it’s warranted.

But slow down. The more we talk about what these powerful thinking machines can do for us, the more we need to talk about the humans who use them.

It’s tempting to start indiscriminately applying machines to as many problems as we can. However, start by thinking about the problems themselves and the people who must address them every day. Come up with a holistic, prioritized map of the challenges you’re trying to solve across the organization and carve those into small, winnable pieces. Micro-wins build momentum, develop cross-functional trust and, yes, drive a better employee experience.

To do that well, departments across the org need to get a lot better at talking to each other. What do they need? How can they get it? What sorts of conversations are necessary to facilitate these changes?

The onus is on executives to support their employees trying new things and possibly making a mess—and they shouldn’t have to worry that at the same time they’re learning how to leverage AI in their jobs they aren’t working themselves to the unemployment line. As tough as this might be, acknowledging the elephants in the room and collaborating on how to confront them will go a long way toward building a resilient generative AI strategy that stands the test of time.