In the age of AI, leadership starts with listening

Plenty of brands use AI to talk to consumers. In other words, they’re tapping AI to generate customer service responses, automate interactions, and speed up outreach. But what they’re not doing is investing in the listening side of AI or leveraging into its vast capabilities here—i.e., using AI to better understand customer friction, synthesize feedback, spot patterns, or act on what people are saying.

And to me, this is a major miss.

Whenever leadership looks out onto their world below—rather than from within the trenches—gaps can emerge. And while leaders routinely make business decisions with the aid of spreadsheets, dashboards, and second-hand summaries, you can’t market via Excel spreadsheets alone. Data matters. Efficiency matters, too. But if leadership loses touch with the people behind the numbers, even the smartest systems can reinforce the wrong assumptions and decisions. When budgets tighten, the first victims are UX research and service design: the very capabilities that help brands understand human behavior, precisely when that understanding becomes most critical.

Modern management styles highlight this disconnect. Ask a CEO for a pie chart of how they spend their workday, and you’ll see vast portions dedicated to investors, internal meetings, strategy reviews, and dashboards. But how much goes to listening to customers, frontline employees, or service teams?

That’s where AI use has a real opportunity. Not just as an outreach tool, but as a listening engine.

A BETTER USE FOR AI: LISTENING AT SCALE

AI has resurfaced a decades-old challenge: businesses forget that communication is a two-way street, and they blast marketing collateral without giving recipients the space to react. We saw it in the mobile marketing boom of the 2000s, when brands mistook access for permission, flooded people with messages, and even faced FTC settlements. AI now risks repeating that mistake at far greater speed and scale. More content does not mean better communication, especially if no one is stopping to listen.

According to research, less than a third (32%) of Americans trust AI, while just over half of consumers (53%) actively dislike or hate its use in service interactions. That should be a warning to any company rushing to automate its outward voice. Customers don’t want to feel trapped in a loop of synthetic responses. They want to feel understood.

Rather than using AI solely for outreach, the tech is most valuable when it digests and acts on what it hears. It can revolutionize how organizations absorb customer and employee signals at scale.

Recently, new Walmart CEO John Furner sent a companywide memo asking staff to share “one thing that slows you down or makes it harder to do your job.” The retailer is the largest private employer in the U.S. and analyzing 1.6 million responses would take it into the next CEO’s tenure. But using AI to examine them and recommend actionable improvements? Now that’s a different story.

Listening is not a new leadership principle, but it’s a newly urgent one. In one banking organization we worked with, senior leaders were expected to spend hours each month listening to customer service calls. That kind of discipline matters. It keeps decision-makers close to the frustrations, questions, and emotions that define the customer experience. AI can make that process more efficient, but it shouldn’t replace the human habit of paying attention.

LISTEN FIRST, THEN SPEAK

The future of leadership is hybrid. Inside knowledge matters, but outside perspective does too. Strong organizations avoid siloed thinking by combining what they know internally with fresh eyes from outside the system. The same is true of customer understanding. Leaders should know their brand, yes, but more importantly, they should understand their core customer base deeply and directly. Ideally, they stay close enough to that audience that they recognize when something feels off before the dashboard tells them.

Brand leaders can continue to automate pillars of their communications strategies. But if AI only makes your organization faster at talking, you’re missing the point—and making the same mistakes as mobile marketers 20 years ago. A company can look operationally sound while growing culturally disconnected. It can become consistently good, but not truly great. The companies that win will be the ones that use AI to build better feedback loops with customers and employees, synthesize what they hear at scale, and act on it quickly. And they’ll use the technology to stay closer to the humans who drive the business.

The real question for leaders is: are you using AI to create more distance, or less?

Justin Tobin is the founder and CEO of Gather.

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