How to Use AI to Improve Communication at Work

Communication can make or break a leader’s influence. The ability to explain a vision, give feedback, navigate tension, advocate for resources, and create trust is not an optional leadership skill. It is the work. Learning how to Use AI to Improve Communication can help women in leadership communicate with more clarity, confidence, preparation, and consistency—without losing the warmth, empathy, or personal judgment that make their leadership meaningful.

Artificial intelligence is not here to replace thoughtful conversation. It is here to support it. Used wisely, AI can help you organize your ideas before a high-stakes meeting, turn an emotional first draft into a professional email, identify unclear language, prepare for difficult feedback, and communicate more effectively across teams, time zones, and communication styles.

For women leaders especially, this matters. Many women are expected to be both decisive and likable, direct and approachable, confident but never “too much.” Those contradictory expectations can make workplace communication exhausting. AI cannot fix organizational bias or eliminate unfair standards, but it can become a useful thinking partner—one that helps you prepare your message, lower the emotional load of writing, and choose language that reflects your intention.

The goal is not to sound like a robot. The goal is to become even more yourself: clear when clarity is needed, thoughtful when the stakes are high, and confident when your voice deserves to be heard.

Why Communication Is One of the Most Important Leadership Skills

Leadership is often discussed in terms of strategy, decision-making, innovation, vision, and results. Yet every one of those outcomes depends on communication.

A strategy no one understands will not be implemented well. A talented employee who receives vague feedback cannot improve. A team that is afraid to speak honestly will hide risks until they become crises. A leader with strong ideas who cannot explain them in a compelling way may be overlooked in rooms where visibility matters.

Communication is how leaders create direction, alignment, and commitment. It is also how people decide whether they trust you.

The Center for Creative Leadership describes leadership as a social process that produces direction, alignment, and commitment. That definition is important because it reminds us that leadership is not merely about having authority or holding a title. It is about helping people move together toward something meaningful.

Think about the leaders you remember most. They may have been intelligent, experienced, or highly accomplished. But chances are, they also made people feel informed, respected, and clear about what mattered.

They may have said:

“I know this is a big change. Here is why we are making it.”

“I value your expertise. What are we missing?”

“This did not go as planned, but we can learn from it.”

“I want to be direct because this issue matters.”

“I see the work you have put into this.”

Those are not just words. They are leadership behaviors.

The Communication Challenges Women Leaders Often Carry

Women in leadership frequently navigate a communication double bind. Research has repeatedly shown that women can face penalties for behavior that is often rewarded in men, including assertiveness, ambition, confidence, and directness.

A man who is clear may be seen as decisive. A woman who uses the same language may be called aggressive, difficult, intimidating, or emotional. A man who interrupts may be seen as commanding the room. A woman who pushes back may be accused of being “too much.”

This creates a constant and exhausting internal calculation:

Should I say this directly?

Will they think I am being harsh?

Do I need to soften this?

Am I overexplaining?

Do I sound confident enough?

Will they take me seriously?

These questions are not always imagined. They are often shaped by real professional experiences.

That is one reason AI can be helpful. When you Use AI to Improve Communication, you can create space between your first emotional reaction and your final message. You can ask AI to help you identify language that may be unclear, overly apologetic, excessively softened, defensive, or more intense than you intend.

For example, imagine you are frustrated because a team member repeatedly misses deadlines. Your first draft might sound like this:

“I am disappointed that this keeps happening. We have discussed this multiple times, and I do not understand why you are still not getting it done.”

Your feelings may be completely valid. But the message could trigger defensiveness and shift the conversation away from accountability.

You could ask AI:

“Rewrite this message so it is direct, professional, and clear about accountability without sounding hostile.”

A more effective version may sound like this:

“I want to address the repeated missed deadlines. We have discussed expectations previously, and the pattern is affecting the team’s ability to move work forward. I would like to understand what is getting in the way and agree on a clear plan for improvement.”

Notice what happened. The message did not become weak. It became more useful.

It still names the problem. It still establishes accountability. It still protects the team. But it invites a solution rather than simply releasing frustration.

That is the value of using AI as a communication tool: not to hide your voice, but to sharpen it.

AI at Work: Why This Conversation Matters Now

AI is no longer a futuristic concept reserved for technology companies. It is increasingly embedded in daily workplace tasks, from writing and research to meeting summaries, project planning, analysis, translation, and decision support.

Microsoft’s 2026 Work Trend Index reported that it analyzed trillions of anonymized Microsoft 365 productivity signals and surveyed 20,000 workers using AI across 10 countries. The report reflects how rapidly AI is becoming integrated into the way knowledge workers communicate, collaborate, plan, and produce work.

At the same time, the most common work activities people seek AI assistance with include gathering information and writing. That makes sense. Writing is one of the most visible forms of communication at work, and it is often where uncertainty, perfectionism, and time pressure collide.

Consider how much communication happens in a single day for a woman in leadership:

You answer emails.

You clarify a project decision.

You write feedback.

You prepare a presentation.

You respond to a tense message.

You explain a change.

You communicate priorities.

You coach a direct report.

You contribute in meetings.

You write follow-up notes.

You negotiate for resources.

You advocate for your team.

You may be doing all of this while managing a full workload, making decisions, and carrying responsibilities outside of work.

AI can reduce some of the friction around those tasks. It can help you get from “I know what I want to say, but I cannot find the right words” to a workable starting point.

That distinction matters. AI is not your replacement. It is your first-draft partner, clarity coach, brainstorming assistant, and preparation tool.

The Research Behind AI and Communication

There is growing research on how AI-assisted communication influences the way people write, respond, and connect.

One study published in Nature Human Behaviour examined algorithmic response suggestions and found that AI-supported communication increased communication speed and positive emotional language. The research also found that conversation partners could perceive one another as closer and more cooperative when algorithmic suggestions were used.

That does not mean every AI-generated message will create closeness. In fact, it would be risky to assume that. A poorly reviewed AI response can sound generic, overly polished, or emotionally tone-deaf.

But the study points to something useful: when AI supports people in choosing more constructive language, it may help create more positive interactions.

This is especially valuable in workplaces where stress, time pressure, and virtual communication can make misunderstandings more likely.

Research also shows why leaders should be careful about treating AI as a simple productivity machine. Studies of AI in the workplace have raised concerns about engagement, anxiety, well-being, autonomy, and the emotional effects of technological change.

In other words, AI is not automatically good or bad for work. Its impact depends on how organizations introduce it, how leaders communicate about it, and whether people feel supported rather than replaced.

That is why thoughtful leadership matters.

When leaders frame AI as a tool for reducing administrative burden, improving preparation, strengthening communication, and supporting judgment—not replacing human relationships—they create a healthier foundation for adoption.

Communication Is More Than Sending a Message

One of the biggest mistakes leaders make is assuming communication is complete once they have spoken, emailed, or presented something.

But communication is not simply what you say.

It is what people hear.

It is what they understand.

It is what they remember.

It is what they feel safe enough to ask.

It is what they do next.

This is why a perfectly written email can still fail if it is unclear, poorly timed, or disconnected from the needs of the audience.

AI can help you think more strategically about your communication before you hit send.

For example, instead of asking AI to “write an email,” ask it questions that force clarity:

“What assumptions might my audience make after reading this?”

“What questions are employees likely to have?”

“Where is this message vague?”

“Does this sound collaborative or controlling?”

“Rewrite this in a calm, confident leadership tone.”

“Make this shorter, but preserve the key action steps.”

“Help me state the expectation without sounding apologetic.”

“Show me three versions: warm, direct, and executive.”

These prompts transform AI from a generic writing tool into a leadership thinking partner.

How to Use AI to Improve Communication Without Losing Your Voice

One concern many leaders have is understandable: “What if I start sounding like everyone else?”

That can happen if you copy and paste AI-generated content without reviewing it. AI can produce polished language, but polished is not always personal. It may not reflect your values, your relationships, your organization, or the nuance of the situation.

The answer is not to avoid AI. The answer is to stay in the driver’s seat.

When you Use AI to Improve Communication, think of it as a collaborative process.

You provide the real-world context.

You provide the relationship history.

You provide the emotional intelligence.

You decide what should be said.

You decide what should not be said.

You decide whether the tone feels authentic.

AI helps with structure, clarity, options, and editing.

Here is a practical process you can use.

First, write your messy draft. Do not try to make it perfect. Get your concerns, key facts, and desired outcome onto the page.

Second, tell AI what you need. Be specific about tone, audience, goal, and boundaries.

Third, review the result critically. Ask yourself: Is this accurate? Does it sound like me? Does it reflect the relationship? Is it too soft? Too formal? Too vague?

Fourth, personalize it. Add your own examples, language, and leadership judgment.

Fifth, send only what you can stand behind.

This is the same process you might use with an executive coach, communications advisor, mentor, or trusted colleague. AI simply makes that support more accessible in the moment.

A Simple Example: Turning Overexplaining Into Clear Leadership Communication

Many high-achieving women have developed the habit of overexplaining. It often comes from good intentions.

You want to make sure everyone understands.

You want to avoid disappointing someone.

You want to prevent conflict.

You want to show that your decision was thoughtful.

You want to make sure no one thinks you are being unfair.

The problem is that too much explanation can dilute your message. It may unintentionally signal uncertainty, invite unnecessary debate, or make a straightforward decision feel negotiable.

Imagine you need to decline a meeting request because your calendar is overloaded.

Your first draft might be:

“I am so sorry, but I have a lot going on right now and I wish I could help, but I am behind on several things and I do not want to commit to something that I cannot give enough attention to, so I think I should probably pass this time.”

This is kind. But it is also longer than necessary and may leave the other person wondering whether they should push again.

You could ask AI:

“Rewrite this so it is warm, appreciative, and firm. Do not overexplain.”

The result might be:

“Thank you for thinking of me. I am not able to take this on right now, but I appreciate the invitation and hope the project goes well.”

That is not cold. That is clear.

As you learn to Use AI to Improve Communication, one of the most valuable skills you may develop is not writing more. It is writing with fewer unnecessary words.

AI Can Help You Prepare for High-Stakes Moments

Some of the most important leadership conversations happen when you are under pressure.

You may need to address poor performance.

You may have to tell your team about a difficult change.

You may be preparing for a salary negotiation.

You may need to speak up in a meeting where people tend to interrupt you.

You may need to tell a colleague that their behavior is affecting the team.

You may need to push back on an unrealistic timeline.

In these situations, preparation matters.

AI can help you rehearse before the real conversation.

For example, you might type:

“I need to tell a senior leader that our team cannot meet the requested deadline without compromising quality. Help me prepare a respectful but firm response.”

Or:

“Role-play a difficult employee conversation with me. I need to address missed deadlines and defensiveness.”

Or:

“Give me three ways to disagree with a senior executive without sounding dismissive.”

Or:

“Help me prepare talking points for a meeting where I need to advocate for more staff.”

AI can provide possible responses, objections, reframes, and questions you may want to anticipate.

This does not guarantee the conversation will go perfectly. Human conversations are not scripts.

But preparation can lower anxiety, improve clarity, and make it easier to stay grounded when emotions rise.

The Role of Psychological Safety in Better Workplace Communication

Communication thrives where people feel psychologically safe.

Psychological safety is the sense that people can ask questions, admit mistakes, offer ideas, raise concerns, and disagree without humiliation or punishment. The American Psychological Association notes that psychological safety is a critical component of a healthy workplace and is linked to innovation and success.

This matters because AI cannot solve a culture where people are afraid to speak.

You can use the best AI tool in the world to draft a thoughtful message, but if employees believe that honesty will be punished, they may still stay silent.

Leaders build psychological safety through repeated communication behaviors:

They invite input before making decisions.

They acknowledge when they do not know something.

They thank people for raising concerns.

They do not punish respectful disagreement.

They make it safe to ask for clarification.

They avoid shaming people for mistakes.

They tell the truth about challenges.

They demonstrate that feedback is welcome.

AI can support these efforts by helping leaders phrase questions more openly, prepare for difficult discussions, and review messages for unintended harshness or ambiguity.

But the culture is created by what leaders repeatedly do.

Your First Action Step: Choose One Communication Pain Point

Do not try to use AI for every workplace interaction this week. Start with one recurring communication challenge.

Maybe you overthink emails for too long.

Maybe you avoid difficult conversations.

Maybe you struggle to be concise.

Maybe you worry that you sound too blunt.

Maybe you have a hard time speaking up in meetings.

Maybe you become emotional when responding to frustrating messages.

Maybe you need help giving feedback that is both honest and kind.

Choose one area and use AI as a tool for practice.

For the next five workdays, try this prompt before sending one important message:

“Review this communication for clarity, tone, and confidence. Identify any language that is vague, overly apologetic, defensive, or unnecessarily harsh. Then provide a revised version that remains authentic and professional.”

You may be surprised by what you notice.

You may discover that you apologize when no apology is needed.

You may see that your message is less clear than you intended.

You may realize that you are carrying emotion into a response that needs strategy.

You may also find that your original wording was exactly right.

That is a win too.

The goal is not to let AI decide how you communicate. The goal is to become more intentional about your own communication patterns.

AI-Powered Email Writing for Clearer Workplace Communication

Email remains one of the most common forms of professional communication, but it is also a frequent source of misunderstanding.

An email can sound abrupt when the writer intended to be efficient. A long explanation can make a confident decision appear uncertain. An emotional response written under pressure can create a conflict that might have been avoided with a pause and a careful edit.

Women leaders may face an added layer of complexity. Many feel pressure to soften requests, add unnecessary apologies, use exclamation points to appear friendly, or provide extensive explanations to avoid being perceived as demanding.

AI can help you see these habits more clearly.

Research on generative AI in professional and workplace writing suggests that AI is most effective when it supports drafting, editing, structuring, and idea development while the human user remains responsible for evaluating and revising the output. Researchers have repeatedly emphasized that AI should serve as an assistant rather than an autonomous communicator.

Use a Three-Step AI Email Framework

Before asking AI to revise an email, provide three pieces of information:

1. The audience: Who will receive the email?
2. The purpose: What needs to happen after the person reads it?
3. The tone: How do you want the message to feel?

For example:

“Rewrite this email for a senior executive. My goal is to explain that the current deadline is unrealistic and request a revised timeline. Make the tone concise, confident, and collaborative.”

This prompt is much more effective than simply typing, “Make this sound better.”

The more context you provide, the more useful the response is likely to be.

Example: Requesting a Deadline Extension

Your original draft might read:

“I am sorry, but we have had several other priorities come up, and I am not sure we will be able to get this finished by Friday. I know the deadline was already agreed upon, and I hate to ask, but could we possibly have more time?”

This version may be honest, but it includes unnecessary apologizing and vague language.

An AI-assisted revision might read:

“Our team has reviewed the remaining work and determined that completing it by Friday would create a significant quality risk. I recommend moving the deadline to Wednesday so we can deliver a complete and accurate result. Please let me know if there are competing priorities we should consider.”

The revised version does not avoid responsibility. It explains the issue, identifies the risk, recommends a solution, and opens the door for discussion.

That is clearer leadership communication.

A Prompt to Reduce Overexplaining

Use this prompt when an email has become too long:

“Shorten this email by approximately 40 percent. Preserve the essential context, decision, deadline, and requested action. Remove repeated explanations, unnecessary apologies, and language that weakens the message.”

After receiving the revision, review it carefully. AI may remove a detail that is important to the relationship or situation. Your judgment remains essential.

How to Write Better Workplace Emails With AI

AI can help with several common email challenges.

You can ask it to:

• Create a stronger subject line.
• Move the main request to the beginning.
• Separate background information from required actions.
• Convert a long paragraph into concise bullets.
• Identify vague deadlines or unclear ownership.
• Rewrite a message for a senior leader, colleague, employee, or client.
• Make the tone warmer without weakening the expectation.
• Remove passive-aggressive wording.
• Replace emotional language with factual language.
• Generate a polite follow-up when someone has not responded.

Microsoft’s workplace research has documented how employees increasingly use AI for drafting, summarizing, finding information, and managing the volume of knowledge work. At the same time, more recent findings show that employees recognize the growing importance of critical thinking and quality control as AI handles more routine work.

This is an important reminder: faster writing is not necessarily better communication. Leaders still need to verify facts, assess tone, protect confidential information, and determine whether email is the right communication channel.

When Not to Use Email

AI may help you write an excellent message, but some conversations should not happen through email.

Consider speaking directly when:

• The subject is emotionally sensitive.
• You are delivering significant corrective feedback.
• The issue could affect someone’s reputation or employment.
• The message is likely to be misinterpreted.
• The conversation requires empathy, questions, or immediate clarification.
• There is already tension between the people involved.
• The subject involves confidential or highly personal information.

AI can still help you prepare talking points for the conversation. It should not become a shield that allows you to avoid necessary human interaction.

Using AI to Prepare for Difficult Conversations at Work

Difficult conversations are difficult because they involve uncertainty, emotion, relationships, and consequences.

You may know what needs to be discussed but worry about saying it incorrectly. You may fear becoming emotional, sounding too harsh, damaging the relationship, or creating conflict.

As a result, many leaders delay the conversation.

Unfortunately, problems rarely improve when they are ignored. Missed expectations become patterns. Resentment grows. Team members become frustrated because they see the problem but do not see the leader addressing it.

When you Use AI to Improve Communication, you can prepare before entering the room. Preparation does not eliminate discomfort, but it can help you remain clear and grounded.

Use AI as a Conversation-Rehearsal Partner

Begin by explaining:

• What happened.
• What behavior needs to change.
• What outcome you want.
• What you are worried the other person may say.
• What tone you want to maintain.

For example:

“I need to speak with an employee who has missed three project deadlines. The employee becomes defensive when receiving feedback and often blames other departments. Help me create an opening statement that is respectful, factual, and firm. Then list five responses the employee might give and help me prepare calm replies.”

AI can help you anticipate possible reactions such as:

“I had too much work.”

“No one gave me the information I needed.”

“Other people miss deadlines too.”

“I feel like I am being singled out.”

“The deadline was unrealistic.”

You can then rehearse responses that acknowledge legitimate concerns without abandoning accountability.

For example:

“I understand that workload has been a challenge, and I want to examine that with you. We also need to address the missed deadlines and agree on how risks will be communicated earlier.”

This response does two things at once: it listens and maintains the expectation.

A Four-Part Framework for Difficult Conversations

Ask AI to help you organize your message using this structure:

Observation: What happened, stated without exaggeration?

Impact: How did the behavior affect the work, team, client, or outcome?

Expectation: What needs to change?

Support: What resources, clarification, or assistance are available?

For example:

“Over the last six weeks, three reports were submitted after the agreed-upon deadline. This delayed the team’s review process and created last-minute work for other departments. Going forward, I need the reports submitted by noon on the scheduled date, or I need to be notified at least 48 hours in advance if there is a risk of delay. Let’s discuss what is contributing to the problem and what support may be helpful.”

This approach is direct without being demeaning.

It focuses on observable behavior rather than attacking someone’s character.

AI for Giving Constructive Employee Feedback

Many leaders struggle with feedback because they do not want to hurt someone’s feelings. Others wait until their frustration becomes so strong that the feedback comes out more harshly than intended.

Effective feedback should not be cruel, vague, or saved for the annual performance review.

It should help the other person understand:

• What they are doing well.
• What needs to improve.
• Why the improvement matters.
• What good performance looks like.
• What they should do next.

Psychologically safe workplaces provide opportunities for employees to both give and receive feedback. Research summarized by the American Psychological Association connects psychological safety with healthier communication, innovation, and the ability to raise concerns.

AI can help leaders structure feedback more clearly, but it cannot replace the trust that makes feedback easier to hear.

Example: Vague Versus Actionable Feedback

Vague feedback:

“You need to show more leadership.”

This statement may leave the employee confused. What does “more leadership” mean?

A better version might be:

“In project meetings, I would like you to speak earlier when you identify a risk rather than waiting until the end of the discussion. I would also like you to summarize your recommendation and identify the decision you need from the group.”

This gives the employee observable actions.

You can ask AI:

“Turn this vague feedback into two or three specific behaviors the employee can practice. Include an example of what improved performance would look like.”

Prompt for Balanced Feedback

“Help me organize this feedback into three sections: what the employee is doing well, one behavior that needs to change, and a practical next step. Keep the tone respectful and specific. Do not use vague corporate language.”

This can be especially useful when writing performance-review comments, development plans, coaching notes, or follow-up messages after a conversation.

Avoid the Compliment Sandwich

Some leaders place criticism between two unrelated compliments:

“You are a wonderful team member. Your reports are often late. Everyone enjoys working with you.”

This may feel kinder, but it can confuse the message. The employee may focus on the compliments and miss the seriousness of the concern, or the praise may seem insincere.

A clearer approach is to recognize strengths genuinely while addressing the concern directly:

“You build strong relationships across departments, and that is an important strength. I also need to address the recurring delays in your reports. Reliability is essential in this role because several teams depend on your work. Let’s establish a plan for meeting the deadlines consistently.”

AI can help separate meaningful recognition from accountability so neither message is diluted.

Using AI for Conflict Resolution in the Workplace

Conflict is not always a sign that something has gone wrong.

Healthy disagreement can expose risks, improve decisions, challenge assumptions, and prevent groupthink. The problem is not the existence of conflict. The problem is conflict that becomes personal, avoidant, repetitive, or destructive.

Women leaders are sometimes expected to absorb tension quietly or become the emotional mediators for everyone around them. They may feel pressure to keep the peace even when an issue needs to be addressed.

But effective leadership is not about avoiding all discomfort. It is about helping people engage in productive disagreement.

Ask AI to Separate Facts From Interpretations

Consider this statement:

“She ignored my recommendation because she does not respect me.”

The fact may be that the recommendation was not selected. The belief that the colleague lacks respect may or may not be accurate.

You can ask AI:

“Separate the observable facts in this situation from my assumptions and emotional interpretations. Then provide three neutral questions I could ask to better understand what happened.”

Possible questions might include:

“I noticed that a different recommendation was selected. Can you walk me through the factors that influenced the decision?”

“Was there information missing from my proposal that would have made it stronger?”

“What would you like me to address differently in future recommendations?”

These questions do not require you to dismiss your instincts. They help you collect more information before reaching a conclusion.

Use AI to Find Neutral Language

Emotionally charged wording often includes phrases such as:

“You always…”

“You never…”

“Everyone thinks…”

“You clearly do not care…”

“You went behind my back…”

“You are being disrespectful…”

Some of these perceptions may reflect a real problem, but opening with accusations may cause the other person to defend their character instead of discussing the behavior.

You could ask AI:

“Rewrite this statement using neutral, behavior-based language. Preserve the seriousness of the issue, but remove assumptions about the other person’s motives.”

For example:

Instead of:

“You went behind my back and deliberately left me out.”

Try:

“I learned that the decision was discussed and finalized without my participation, although I am accountable for implementing it. I would like to understand how the decision process occurred and agree on how I will be included in similar discussions going forward.”

The revised version is not passive. It identifies the problem and requests a change.

How AI Can Strengthen Executive Presence

Executive presence is often misunderstood as charisma, appearance, confidence, or speaking with a commanding voice.

In practice, executive presence is frequently demonstrated through clarity, steadiness, credibility, and the ability to communicate what matters.

You do not need to dominate every meeting. You do need to make your contribution understandable.

AI can help you prepare concise talking points, strengthen recommendations, eliminate unnecessary background information, and anticipate questions from senior leaders.

Use the Headline-First Method

Many leaders begin with every detail that led to the conclusion:

“We met last week, reviewed the reports, spoke with operations, looked at the last three quarters, and considered several options…”

Senior audiences often need the conclusion first.

Try this structure:

1. The recommendation.
2. The reason it matters.
3. The supporting evidence.
4. The decision or action required.

For example:

“I recommend delaying the launch by two weeks because the current testing results show a material safety risk. We have identified three unresolved defects, and operations needs additional time to validate the corrections. Today, I need agreement on the revised launch date.”

You can ask AI:

“Rewrite these talking points for an executive audience. Put the recommendation first, explain the business impact, include only the most relevant evidence, and end with the decision I need.”

This helps you move from reporting information to leading a decision.

Prepare for Questions Without Overloading Your Presentation

Women leaders sometimes feel they must present every possible detail to prove they have done the work.

The result may be a presentation that is thorough but difficult to follow.

AI can help distinguish between:

• Information the audience needs to hear.
• Supporting information that belongs in an appendix.
• Questions you should be prepared to answer.
• Details that are interesting but unnecessary.

Use this prompt:

“Review these presentation notes. Identify the three points senior leaders need to remember, the five questions they are most likely to ask, and any details that should be moved to backup slides.”

AI for Public Speaking and Leadership Presentations

Public speaking becomes easier when your ideas are well organized.

AI can help you move from a collection of facts to a clear narrative. It can suggest an opening, create transitions, identify repetition, simplify complicated language, and help you prepare within a specific time limit.

However, a polished AI-generated speech may still feel flat if it lacks personal experience, emotion, or audience awareness.

Your voice matters.

Use AI for structure, then add:

• A story you personally experienced.
• A lesson you learned.
• A specific example from your field.
• A phrase you naturally use.
• An honest reflection.
• A clear invitation for the audience to act.

Prompt for a Leadership Presentation

“Turn these notes into a seven-minute leadership presentation. Begin with a relatable workplace scenario, organize the content into three key lessons, include one practical example for each lesson, and end with a clear action step. Keep the language conversational and avoid clichés.”

After the draft is created, read it aloud.

Words that look good on a screen may sound unnatural when spoken. Remove phrases you would never say. Shorten long sentences. Add pauses. Replace generic examples with real ones.

Ask AI to Challenge Your Message

AI should not only agree with you.

Try prompts such as:

“What is the weakest part of this argument?”

“What might a skeptical executive challenge?”

“What evidence would strengthen this recommendation?”

“What objections am I failing to address?”

“Which statement sounds exaggerated or unsupported?”

“What might employees misunderstand about this announcement?”

These prompts can improve both the message and the thinking behind it.

Using AI for Cross-Functional Communication

Different departments often speak different professional languages.

Finance may focus on cost and return on investment. Clinical teams may prioritize safety and outcomes. Operations may focus on workflow and feasibility. Technology teams may emphasize systems, security, and implementation requirements.

A leader may understand her own department’s priorities but struggle to explain them in language another group values.

AI can help translate—not between spoken languages alone, but between professional perspectives.

For example:

“Rewrite this clinical proposal for a finance audience. Emphasize cost avoidance, operational risk, measurable outcomes, and the consequences of delaying action.”

Or:

“Explain this technical implementation problem to a nontechnical executive in fewer than 150 words. Avoid jargon and include the business impact.”

Or:

“Rewrite this budget request for frontline employees. Explain what is changing, why it matters, and what employees need to do.”

This type of adaptation can make cross-functional collaboration more effective.

Create Your Personal AI Communication Prompt Library

Instead of starting from scratch each time, create a document containing prompts that work well for you.

Organize the prompts by category:

Email Clarity

“Place the main request in the first two sentences and make the deadline clear.”

Confident Communication

“Remove unnecessary apologies, qualifiers, and language that makes the recommendation sound uncertain.”

Warmth

“Make this warmer and more approachable without weakening the expectation.”

Difficult Conversations

“Help me state the observable behavior, explain its impact, set an expectation, and invite the employee’s perspective.”

Conflict

“Separate facts from assumptions and suggest three neutral questions I can ask.”

Executive Communication

“Rewrite this using a recommendation-first structure for a senior leadership audience.”

Presentations

“Identify the three ideas the audience should remember and remove anything that distracts from them.”

Meeting Preparation

“List the questions I am likely to receive and help me prepare concise answers.”

Over time, refine the prompts based on the results you receive. Note which instructions help AI sound more like you and which produce generic language.

A Practical Weekly AI Communication Exercise

Choose one important workplace communication each day for five days.

Day 1: Email

Use AI to shorten an email while preserving the action and deadline.

Day 2: Feedback

Use AI to turn vague feedback into observable behaviors.

Day 3: Conflict

Ask AI to separate facts from assumptions in a frustrating situation.

Day 4: Executive Presence

Use AI to turn a long update into a recommendation-first message.

Day 5: Reflection

Ask AI to identify patterns in your writing, such as overexplaining, apologizing, vagueness, excessive formality, or an overly sharp tone.

Do not accept every suggestion automatically.

The purpose of the exercise is to build awareness and judgment. As you Use AI to Improve Communication, the most meaningful improvement may occur not in the tool’s writing, but in your ability to recognize what effective communication looks and sounds like.

Human Judgment Must Remain at the Center

Research involving thousands of customer-service employees found that access to an AI-based conversational assistant increased average productivity by nearly 14 percent. The largest gains were experienced by less experienced and lower-performing workers, suggesting that AI may help spread effective communication practices more quickly.

Yet efficiency is only one measure of communication.

A message can be produced quickly and still be wrong.

It can be grammatically polished and still lack compassion.

It can sound confident and still misrepresent the facts.

It can be persuasive and still be unethical.

It can save time and still damage trust.

Leaders must remain responsible for accuracy, privacy, appropriateness, emotional nuance, and consequences. They must also follow their organization’s policies regarding approved AI tools and confidential information.

Do not enter protected health information, employee records, trade secrets, legal strategy, proprietary business data, passwords, or other sensitive material into a public AI platform unless your organization has specifically approved that use and appropriate safeguards are in place.

AI can help you prepare your words. It cannot accept responsibility for them.

Moving From Better Words to Better Leadership

The ultimate purpose of workplace communication is not to produce perfect emails or impressive presentations.

It is to create understanding.

It is to reduce unnecessary confusion.

It is to make expectations visible.

It is to help people address problems before they grow.

It is to ensure that employees know what matters and what they are responsible for doing.

It is to make disagreement productive rather than personal.

It is to build trust through consistency between what a leader says and what she does.

Used thoughtfully, AI can help women leaders prepare more effectively, communicate more confidently, and spend less time struggling with wording. It can offer options, reveal patterns, organize ideas, and provide a place to rehearse.

But the leader still brings the qualities that matter most: experience, courage, discernment, empathy, accountability, and an understanding of the people involved.

Using AI for More Productive Workplace Meetings

Meetings are supposed to help people exchange information, make decisions, solve problems, and coordinate action. Yet many meetings end without a clear conclusion.

People may leave wondering:

What did we decide?

Who owns the next step?

When is the work due?

What still needs to be resolved?

Was that a decision or merely a suggestion?

AI can help leaders prepare for meetings, organize the discussion, summarize key points, and clarify follow-up actions. However, leaders should use only organization-approved tools, especially when meetings involve confidential information.

Prepare a Focused Meeting Agenda

A meeting agenda should do more than list topics. It should explain why the meeting is happening and what participants are expected to accomplish.

Before the meeting, provide AI with:

• The purpose of the meeting.
• The people attending.
• The decisions that must be made.
• The time available.
• Any background participants need.
• The desired outcome.

For example:

“Create a 30-minute agenda for a cross-functional meeting involving clinical, finance, and operations leaders. The goal is to decide whether to delay a program launch. Include time for reviewing the risks, discussing financial implications, identifying operational barriers, and reaching a decision.”

AI may organize the meeting into sections such as:

• Two-minute statement of purpose.
• Five-minute review of relevant facts.
• Ten-minute discussion of risks and tradeoffs.
• Eight-minute evaluation of possible options.
• Five-minute decision and assignment of next steps.

This structure keeps the meeting focused on an outcome rather than allowing it to become an unstructured information exchange.

Ask Better Questions During Meetings

The quality of a meeting often depends on the quality of the questions asked.

Leaders can use AI to generate questions that encourage deeper thinking, such as:

“What assumptions are we making?”

“What information would change our decision?”

“Who will be most affected by this choice?”

“What risks are we underestimating?”

“What happens if we do nothing?”

“What resources will implementation require?”

“Who has not yet contributed to this discussion?”

“What would success look like in 30, 60, and 90 days?”

Before an important meeting, try this prompt:

“Based on this agenda and background information, generate eight strategic questions that will uncover risks, assumptions, stakeholder concerns, implementation barriers, and unintended consequences.”

Review the questions before using them. Choose the ones that fit the situation rather than reading a generic list during the meeting.

Turn Meeting Notes Into Clear Actions

AI can help transform disorganized meeting notes into a structured summary.

A useful meeting summary should include:

• Decisions made.
• Actions required.
• The owner of each action.
• Due dates.
• Outstanding questions.
• Risks that require monitoring.
• The date or purpose of the next meeting.

Use a prompt such as:

“Organize these meeting notes into decisions, action items, owners, due dates, unresolved questions, and risks. Do not invent missing information. Mark anything unclear as ‘confirmation needed.’”

The instruction not to invent missing information is important. AI may produce plausible details that were never discussed. Every meeting summary should be reviewed by someone who attended the meeting before it is distributed.

How to Build an Equitable Meeting Culture

• Deploy AI Meeting Scientists: Integrate tools like Otter.ai, Read AI, or Fathom into your video conferencing platforms. These tools act as passive observers, recording and synthesizing discussions.
• Audit Your Team’s Talk Time: Rather than relying on intuition, review the post-meeting analytics. Note the percentages of contribution. If you notice specific individual contributors or female team members are consistently quiet, use these data points to restructure your facilitation style.
• Actionable Implementation Prompt:“Review the transcript of our weekly sync. Identify any moments where a team member’s point was interrupted or overlooked, and draft a gentle, inclusive agenda item for our next meeting to address those unresolved threads.”

How AI Can Support Better Listening at Work

Listening is one of the most important and frequently underestimated leadership skills.

Leaders often believe they are listening when they are actually preparing a response, defending a decision, or waiting for the other person to finish speaking.

AI cannot listen for you. It cannot notice the hesitation in an employee’s voice, the discomfort in the room, or the difference between what someone says and what they appear afraid to say.

However, AI can help you prepare questions that support better listening and reflect on a conversation after it occurs.

Prepare Open-Ended Questions

Imagine an employee says, “I am fine,” but their performance and engagement have changed.

Rather than immediately making assumptions, you could prepare questions such as:

“I have noticed that you seem less engaged in recent meetings. How are things going from your perspective?”

“What is making your work more difficult right now?”

“Is there something about the workload, team, or priorities that we should discuss?”

“What support would be most helpful?”

“What am I not seeing?”

You could ask AI:

“Help me prepare five open-ended questions for an employee who appears disengaged. The questions should be compassionate without making assumptions about the employee’s health or personal life.”

This helps you approach the conversation with curiosity instead of a predetermined diagnosis.

Use AI for Post-Conversation Reflection

After a difficult conversation, you can reflect without entering confidential identifying details.

For example:

“During a feedback conversation, I noticed that I spoke for most of the meeting and quickly defended the decision when the employee raised concerns. Give me five reflection questions that will help me evaluate whether I listened effectively.”

AI might prompt you to consider:

• Did I allow the employee to finish speaking?
• Did I ask clarifying questions?
• Did I summarize what I heard?
• Did I distinguish disagreement from disrespect?
• Did I remain curious when I felt defensive?
• Did the employee leave knowing what would happen next?

This type of reflection can strengthen emotional intelligence and leadership self-awareness.

AI for Inclusive Team Communication

Inclusive communication is not achieved by adding a sentence about inclusion to a company announcement. It requires leaders to consider whose needs, experiences, and perspectives may be missing.

AI can help leaders review messages for accessibility, clarity, assumptions, and unnecessarily exclusive language.

For example, you can ask:

“Review this announcement for language that may be unclear to employees who do not work in this department.”

“Identify acronyms, jargon, and technical terms that should be explained.”

“Rewrite this message at a more accessible reading level without making it sound childish.”

“What questions might frontline employees have after receiving this message?”

“Does this policy announcement assume that all employees work the same schedule or have the same access to technology?”

“Identify groups that may experience this change differently.”

AI should not be treated as an authority on every identity, culture, or lived experience. It can surface possibilities, but meaningful inclusion still requires input from the people affected.

Encourage Quieter Voices in Meetings

Some employees think best before speaking. Others may hesitate to contribute because of hierarchy, language differences, prior experiences, or fear of criticism.

Leaders can create multiple pathways for input:

• Send the agenda before the meeting.
• Ask participants to submit ideas in advance.
• Pause before moving to the next topic.
• Invite input without putting someone on the spot.
• Allow written follow-up after the meeting.
• Use anonymous feedback when appropriate.
• Ask senior leaders to speak later rather than first.

AI can help draft language such as:

“I would like to hear from people who have not had a chance to contribute. There is no need to repeat what has already been said, but please share any risks, questions, or perspectives we may be missing.”

Or:

“You do not need to respond immediately. Please send me any additional concerns by tomorrow afternoon so they can be considered before the final decision.”

These small practices can improve the quality of decisions by broadening participation.

Cross-Cultural Communication and Global Teams

Global and multicultural teams bring valuable perspectives, but communication differences can create misunderstandings.

Directness, disagreement, silence, hierarchy, eye contact, humor, deadlines, and decision-making may carry different meanings across cultures. Leaders should avoid assuming that one communication style is universally professional.

AI can help simplify language, explain idioms, and generate alternative wording for global audiences.

For example:

“Rewrite this message for an international audience. Use plain English, avoid idioms and culturally specific humor, and make the requested action and deadline explicit.”

Or:

“Identify phrases in this presentation that may be difficult for non-native English speakers to understand.”

Or:

“Provide three respectful ways to ask a colleague from another region whether my communication style is working well for them.”

Avoid Stereotyping

AI may reproduce stereotypes contained in its training data. Never assume that an AI-generated description of a culture applies to every individual from that culture.

Instead of asking:

“How should I communicate with people from this country?”

Ask:

“What questions can I use to understand this colleague’s individual communication preferences?”

Possible questions include:

“Do you prefer feedback in writing or through conversation?”

“Would it be helpful to receive the agenda in advance?”

“How direct would you like me to be when raising concerns?”

“What is the best way for us to handle disagreement?”

“How can I make our meetings more effective for you?”

The goal is not to memorize cultural rules. It is to communicate with curiosity and respect.

Ethical AI Use in Workplace Communication

Learning to Use AI to Improve Communication also requires learning when not to use it.

AI-generated text can be inaccurate, biased, overly confident, generic, or inappropriate for the situation. It may create information that sounds credible but is false. It may also expose sensitive information if employees use tools that have not been approved by their organizations.

The National Institute of Standards and Technology’s Generative AI Profile identifies risks associated with generative AI and recommends that organizations manage those risks through governance, measurement, evaluation, documentation, and ongoing oversight. NIST organizes its broader AI Risk Management Framework around four functions: govern, map, measure, and manage.

The OECD’s principles for trustworthy AI similarly emphasize transparency, privacy, fairness, security, accountability, and meaningful human oversight.

These principles have practical implications for every leader using AI at work.

Protect Confidential Information

Do not place sensitive organizational information into an unapproved public AI tool.

Examples may include:

• Protected health information.
• Employee medical or disability information.
• Performance records.
• Social Security numbers.
• Financial account information.
• Legal advice or litigation strategy.
• Customer records.
• Proprietary research.
• Passwords or security credentials.
• Confidential contracts.
• Trade secrets.
• Unannounced business decisions.
• Personally identifiable information.

Even when using an approved enterprise tool, follow your organization’s privacy, compliance, legal, and information-security policies.

When practicing with AI, remove names and unnecessary identifying details. Describe the communication challenge rather than copying an entire confidential record.

Verify Every Important Fact

AI can produce incorrect information in confident language.

Before sending an AI-assisted communication, verify:

• Names.
• Dates.
• Titles.
• Statistics.
• Financial information.
• Policy language.
• Legal requirements.
• Medical or scientific claims.
• Quotations.
• Links.
• Deadlines.
• Meeting decisions.
• Commitments attributed to another person.

A grammatically perfect message can still cause significant harm if the underlying facts are wrong.

Watch for Bias

AI systems can reflect biases present in their training data, prompts, evaluation methods, and the organizations that deploy them.

Be especially cautious when AI is used to:

• Evaluate employee performance.
• Compare job applicants.
• Recommend promotions.
• Write disciplinary documentation.
• Assess leadership potential.
• Interpret employee sentiment.
• Make decisions involving compensation or termination.

An AI-generated description should never become evidence merely because it sounds objective.

Ask:

“Does this wording rely on personality labels rather than observable behavior?”

“Would I describe the same behavior differently if it came from someone of another gender, race, age, disability status, or background?”

“Is this feedback based on documented expectations?”

“Am I allowing AI to influence a high-stakes employment decision beyond its appropriate role?”

The OECD has warned that workplace AI should respect privacy, fairness, labor rights, transparency, and human oversight.

Should You Disclose That You Used AI?

Not every minor use of spell-checking or wording assistance requires a formal declaration. However, transparency becomes more important when AI has played a substantial role in producing content or influencing a decision.

Disclosure may be appropriate when:

• Organizational policy requires it.
• AI generated a significant portion of a published report.
• The communication involves research, education, journalism, or regulated work.
• AI assisted with a consequential recommendation.
• A client or stakeholder has asked whether AI was used.
• The audience could reasonably assume the content was entirely human-produced.
• The use of AI affects trust, ownership, or accountability.

A simple disclosure might say:

“I used an approved generative AI tool to help organize and edit this draft. I reviewed and verified the final content.”

Transparency should not be used to shift responsibility. The person sending the message remains accountable for it.

Common AI Communication Mistakes to Avoid

Copying and Pasting Without Editing

AI often produces language that sounds polished but generic. Always revise the output so it reflects your voice, relationship, and workplace context.

Using AI to Avoid a Necessary Conversation

Do not send a long AI-generated email when a direct conversation is required.

Entering Confidential Information

Remove names and sensitive details unless you are using a secure, organization-approved system and the use is permitted.

Asking AI to Manipulate Someone

There is a difference between preparing a persuasive argument and attempting to exploit another person’s fears, vulnerabilities, or emotions.

Treating AI as a Source of Truth

AI is not automatically a reliable legal, clinical, financial, scientific, or human-resources authority.

Automating Empathy

A sympathy message, apology, recognition note, or response to a personal crisis may be supported by AI, but it should still contain sincere human care.

Making Every Message Sound the Same

AI-generated workplace writing often uses predictable phrases such as “I hope this message finds you well,” “moving forward,” and “thank you for your continued dedication.” Remove phrases that do not sound like you.

Becoming Too Polished

Real communication sometimes includes uncertainty, humility, humor, emotion, and imperfection. Do not edit away every trace of humanity.

30 AI Prompts Every Woman Leader Can Save

Email Communication

1. “Rewrite this email so the main request appears in the first two sentences.”
2. “Shorten this message without removing the decision, deadline, or required action.”
3. “Remove unnecessary apologies and qualifiers while keeping the tone warm.”
4. “Identify any language that sounds passive-aggressive, defensive, or unclear.”
5. “Create three subject lines that clearly communicate the purpose of this email.”

Difficult Conversations

6. “Help me describe this behavior without labeling the person’s character.”
7. “Organize my message into observation, impact, expectation, and support.”
8. “Generate five reactions I may receive and help me prepare calm responses.”
9. “Rewrite this opening statement so it is firm, respectful, and specific.”
10. “Role-play an employee who disagrees with this feedback.”

Feedback and Coaching

11. “Turn this vague feedback into observable behaviors.”
12. “Help me explain what successful improvement would look like.”
13. “Create three coaching questions that encourage the employee to identify solutions.”
14. “Review this feedback for assumptions or gendered language.”
15. “Help me recognize the employee’s strengths without minimizing the concern.”

Meetings

16. “Create a 30-minute decision-focused agenda from these notes.”
17. “Identify the three outcomes this meeting should produce.”
18. “Generate questions that will uncover risks and untested assumptions.”
19. “Organize these notes into decisions, owners, deadlines, and unresolved issues.”
20. “Draft a concise follow-up message confirming what was agreed upon.”

Executive Communication

21. “Rewrite this update using a recommendation-first structure.”
22. “Reduce this presentation to the three points executives need to remember.”
23. “Identify the five questions a skeptical senior leader may ask.”
24. “Translate this technical issue into clear business language.”
25. “Help me make this request confident without overstating the evidence.”

Reflection and Emotional Intelligence

26. “Separate the facts of this situation from my interpretations.”
27. “What questions should I ask before assuming this person’s intent?”
28. “Review my response for signs that I am writing from frustration.”
29. “Help me express disagreement without becoming dismissive.”
30. “What might the other person misunderstand after reading this?”

A Seven-Day Plan to Use AI for Better Communication

Day 1: Review Your Communication Habits

Choose three recent emails and remove confidential information. Ask AI to identify patterns such as overexplaining, apologizing, vagueness, excessive formality, or harshness.

Do not view the response as a final judgment. Use it as a starting point for reflection.

Day 2: Improve One Email

Draft an important email yourself. Ask AI to improve its clarity, structure, and tone. Compare the original with the revision and create a final version that sounds like you.

Day 3: Prepare for a Difficult Conversation

Write down the facts, impact, desired change, and support you can offer. Use AI to help organize your opening and anticipate possible reactions.

Day 4: Strengthen a Meeting

Use AI to create an outcome-focused agenda. End the meeting by confirming decisions, owners, and deadlines.

Day 5: Practice Executive Communication

Take a long update and reduce it to:

• The recommendation.
• The reason.
• The evidence.
• The decision needed.

Practice saying it aloud in less than one minute.

Day 6: Examine Ethics and Privacy

Read your organization’s AI policy. Identify which tools are approved, what information is prohibited, and when disclosure is required.

Day 7: Create Your Prompt Library

Save the prompts that produced the most useful results. Customize them to reflect your leadership style and recurring communication challenges.

Measuring Whether AI Is Actually Improving Communication

Do not judge success only by how quickly you produce messages.

Consider whether AI-assisted communication leads to:

• Fewer requests for clarification.
• Shorter and more focused meetings.
• More consistent follow-through.
• Clearer ownership of tasks.
• Faster resolution of disagreements.
• More useful employee feedback.
• Greater participation in meetings.
• Less time spent rewriting emails.
• Fewer emotionally reactive responses.
• Stronger confidence in high-stakes conversations.

You can also ask colleagues for feedback:

“Are my emails clear about what is needed?”

“Do I provide enough context without providing too much?”

“Do you understand which decisions have been made?”

“Is my feedback specific enough to act on?”

“What could I do to make our meetings more effective?”

AI can help you reflect, but the people receiving your communication provide some of the most valuable evidence.

The Evidence for Human-Centered AI at Work

Research examining the use of generative AI by 5,172 customer-support agents found that access to an AI assistant increased issues resolved per hour by approximately 15 percent on average. The gains were greatest among less experienced and lower-skilled workers, although effects differed across employees and highly experienced workers experienced smaller benefits. The study also found evidence of improved customer sentiment and possible improvements in employee retention and learning.

These findings suggest that AI may help distribute effective communication practices and organizational knowledge. However, the variation in outcomes is important. AI does not benefit every worker in the same way, and productivity gains do not automatically guarantee quality, fairness, trust, or well-being.

Psychological safety remains essential. The American Psychological Association describes it as an important component of a healthy workplace and connects it with creativity, innovation, teamwork, and organizational success.

This is why AI should support—not replace—the leadership behaviors that make communication effective:

• Listening.
• Curiosity.
• Empathy.
• Accountability.
• Fairness.
• Transparency.
• Courage.
• Follow-through.

Key Takeaways for Women in Leadership

AI can help you organize your ideas, clarify your message, prepare for objections, reduce overexplaining, and identify wording that weakens or intensifies your communication.

It can help you become more concise, but it cannot determine which relationships require patience.

It can suggest empathetic language, but it cannot genuinely care about the person receiving the message.

It can prepare a feedback script, but it cannot create psychological safety through a single conversation.

It can summarize a meeting, but it cannot ensure that people feel heard.

It can help you sound confident, but it cannot decide what you are willing to stand for.

The best results occur when artificial intelligence is combined with human intelligence, emotional intelligence, professional experience, and ethical judgment.

Conclusion: Use AI to Improve Communication Without Losing Your Humanity

Learning to Use AI to Improve Communication is not about handing your voice over to technology. It is about using a new tool to think more clearly, prepare more intentionally, and communicate with greater confidence.

For women in leadership, AI can provide a private space to rehearse difficult messages, explore alternative wording, challenge assumptions, and reduce the time spent trying to make every sentence perfect.

But the final communication must remain yours.

Your team does not need perfectly generated leadership. They need leadership that is clear, trustworthy, thoughtful, and human.

Use AI to help you find the words. Then bring the courage to say them.

References

American Psychological Association. (2023). Work in America Survey: Workplaces as engines of psychological health and well-being.

American Psychological Association. (2024). Psychological safety in the changing workplace.

American Psychological Association. (2023). What is psychological safety at work?

Brynjolfsson, E., Li, D., & Raymond, L. R. (2023). Generative AI at work. National Bureau of Economic Research Working Paper No. 31161; updated findings reported through the Stanford Digital Economy Lab.

Center for Creative Leadership. What is leadership? A definition based on direction, alignment, and commitment.

Hohenstein, J., Kizilcec, R. F., DiFranzo, D., Aghajari, Z., Mieczkowski, H., Levy, K., Naaman, M., Hancock, J., & Jung, M. F. (2023). Artificial intelligence in communication impacts language and social relationships. Scientific Reports, 13, 5487.

Microsoft. Work Trend Index Annual Reports. Microsoft WorkLab.

National Institute of Standards and Technology. (2023). Artificial Intelligence Risk Management Framework 1.0.

National Institute of Standards and Technology. (2024). Artificial Intelligence Risk Management Framework: Generative Artificial Intelligence Profile, NIST AI 600-1.

Organisation for Economic Co-operation and Development. (2024). AI, data governance and privacy.

Organisation for Economic Co-operation and Development. OECD AI Principles.

Organisation for Economic Co-operation and Development. (2023). Ensuring trustworthy artificial intelligence in the workplace.

Organisation for Economic Co-operation and Development. (2024). Using AI in the workplace.