During goal-setting meetings, executives should empower employees to lead the conversation by providing feedback about their own roles. For many, it’s hard to fully grok their way through the problem of AI, thinking through potential applications of it in their own work. It’s a lot easier to ask questions such as what’s confusing, what isn’t working, and what are the bottlenecks they’re encountering. Asking and answering these questions can help employees—and executives—start to change the way work gets done and devise how AI can play a beneficial role.

Executives themselves need to change their mindset too. Enterprises should encourage and reward exploration in the workplace. There’s a sizable body of research on the power of internal entrepreneurs: workers who take the initiative to experiment with novel ways of doing things. But few companies offer rewards for such initiative. They should consider providing bonuses and perks for employees who make impressive strides using AI in their work.

Beyond identifying how AI can be applied in the workplace and rewarding entrepreneurs, enterprises must help with the transition to working in an AI-first world. Offering reskilling and upskilling programs is a good starting point. More informal training can come from activities such as knowledge-sharing sessions, study groups, and mentorship programs. Allowing skills training to be part of the workweek, instead of in addition to the workweek, can also encourage workers to upgrade their skills.

Businesses can partner with universities to create specific training programs for students that lead to employment opportunities after graduation. Future graduates will be far more likely to join a company that offers this pathway, according to research from Handshake. With AI transforming the landscape, we all need to be committed to continuous learning.