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AI leadership training

AI leadership training for boards, executives and managers
Leading in the Age of AI is a six-month program, building the governance, judgment and people-leadership skills your organisation needs to lead through AI change.
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Trusted by government departments, universities
and leading Australian organisations

TRUSTED BY ORGANISATIONS INCLUDING

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Why AI leadership training matters

Every organisation is exploring how to use AI.
Few ask what AI requires of their leaders.

AI initiatives can lose momentum when purpose is unclear, executive sponsorship fades, accountability blurs, or leaders stay removed from the tools their teams are expected to use.

Leading in the Age of AI is designed to close that leadership gap. It starts with the people making the decisions, equipping leaders to set direction, create accountability and lead confidently as AI changes how work gets done.

Enquire About Leading in the Age of AI

73%

of enterprise AI deployments fail to deliver their expected return

Source: McKinsey 2026 Global AI Survey

1 in 2

organisations have no clear governance for teams where people and AI work together

How the program works

A structured six-month journey, not a single event, because building real leadership capability around AI takes more than a single day. The diagnostic and workshops can be booked separately, though each workshop builds on what the diagnostic surfaces, following the natural cascade of leadership responsibility: the board sets direction, the executive team makes the decisions that follow, and managers lead people through the change on the ground.

01

Diagnostic

Month 1

AI leadership readiness assessment

A two-hour facilitated conversation that establishes exactly where your leadership team stands before anything is taught.

Covers

  • Surfacing the real range of views, knowledge, experience and anxiety already sitting across the leadership team
  • A facilitated discussion of the specific leadership challenges AI is creating for your organisation
  • A structured conversation about the leadership and governance risk currently being carried
  • Agreement on two to three specific leadership priorities for the next six months

Output: An AI Leadership Readiness Summary, capturing the team’s position, the risks identified and the agreed priorities.

02

Workshop one · Boards & executive teams

Month 2

AI governance for boards and executive teams

A facilitated judgment and accountability session, not a technical AI briefing, grounded directly in the risks and priorities surfaced in your diagnostic.

Learning objectives

  1. Understand how AI is reshaping governance, risk and accountability expectations for boards and executive teams
  2. Improve your ability to ask sharper, more informed questions about AI-related risk and opportunity
  3. Learn techniques to exercise sound judgment on AI-related decisions that lack clear precedent
  4. Explore how to reduce personal and organisational exposure when AI-related decisions go wrong

03

Workshop two · Executive teams

Month 4

Leading organisations through AI change

Built for executive teams facing real workforce decisions, with as much focus on how those decisions are made and communicated as on the decisions themselves.

Learning objectives

  1. Understand how AI is impacting the structural design of organisations
  2. Build executive team alignment around how to make the high-stakes decisions AI is forcing
  3. Learn techniques to protect capability, reputation and trust while restructuring the workforce
  4. Explore what responsible transition looks like, including staff support for redeployment and reskilling

04

Workshop three · People leaders

Month 6

Leading people through AI change

The practical, people-facing counterpart to the first two sessions, equipping people leaders who carry AI-driven change to their teams every day.

Learning objectives

  1. Understand why individuals respond differently to AI-driven change
  2. Strengthen your confidence to lead a team through AI-driven change while managing your own uncertainty
  3. Practise techniques to maintain psychological safety and trust while roles and expectations shift
  4. Establish practical habits and routines that make AI adoption feel led by you, not imposed on the team

Start wherever your leadership team needs it most.

Book the AI leadership diagnostic

Who this program is for

Leading in the Age of AI is designed for leaders who are responsible for navigating the organisational, strategic and workforce implications of AI. 

Board chairs and directors

Strengthening governance, oversight and risk management as AI decisions reach the board table

CEOs and executive teams

Connecting AI strategy to organisational performance, workforce planning and long-term priorities

Senior and middle managers

Leading teams through AI adoption, changing workflows and day-to-day operational shifts
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MEET OUR EXPERT FACILITATORS

Experienced facilitators who help leaders make sense of AI, challenge assumptions and explore its implications for strategy, governance and organisational performance. They bring practical leadership experience to the room, creating space for strategic thinking, constructive debate and decisions that can translate into action.
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HAMISH PARK

Hamish Park is an executive adviser, leadership coach and educator with over 20 years’ experience advising government leaders, boards and corporate executives. He is managing director of Melbourne Leadership Group and a senior fellow at Melbourne Law School, University of Melbourne. Hamish holds a master’s in management from Harvard and has undertaken further AI studies at the University of Sydney.
AI Leadership Training facilitator Tom Biasetto working with Melbourne Leadership Group

TOM BIASETTO

Tom Biasetto works with senior leaders and decision makers to create forums that unlock performance and support strategic decision-making. He brings broad experience across corporate strategy, leadership alignment, group facilitation and large-scale transformation, with a growing focus on AI and its impact on leadership practice.
Meet the Team

WHY CHOOSE MELBOURNE LEADERSHIP GROUP?

AI leadership training built for medium-sized businesses, government agencies and large not-for-profits.

Programs grounded in your organisation's own diagnostic results

One connected program across board, executive and management levels

Delivery through live case simulation and structured exercises

Built on evidence-based research into why AI initiatives actually fail

Trusted by blue-chip and government clients across Australia

Find Out More

8.4

Net Promoter Score

6-Month

Structured Program

3

AI Leadership Workshops

20+ Years

Working with leaders

“I participated in one of Hamish’s outstanding professional development programs, and can’t think of anyone better placed to advise, train and coach our leaders. Hamish consistently exhibits professionalism, commitment, international perspective, alertness, stamina, and excellence.”

Hannah, Melbourne

“You guys are just world class. You’re the best. When I heard they were interviewing other facilitators, I said no, you need to get these guys.”

Sophie, Melbourne

“Many thanks, Hamish. I was super impressed with you and [the team] and can’t thank you enough for how you engaged with us all over the process. I am incredibly excited about the opportunities ahead of us and I think we all have some renewed energy.”

Adam, Melbourne

“Thanks Hamish. This was spot on and delivered exactly what we needed. Thanks again to you and Cat for your facilitation and support. We will definitely have you back again.”

Tim, Brisbane

“Thank you once again to you and your colleagues for such excellent facilitation. The workshop went extremely well and I believe will lead to some positive changes to our work.”

Sally, Melbourne

“I normally hate consultants, but you had clearly done your homework on our organisation, your introduction and summary of issues was spot on, and everything flowed seamlessly. Thank you for guiding us through today.”

Ivan, Hobart

“Thank you so much for the workshop today. I came back to the office after the session and the team are really energised and positive! I’m keen to keep this vibe going.”

Eliza, Melbourne

“I knew you were a gun facilitator, but this was SO MUCH BETTER than I was expecting.”

Maxine, Melbourne

“Thanks for your work to lead us through a highly productive day yesterday. We all look forward to working with you. I think that it’s also fair to say that we all feel that we have come a long way, as an executive team and as an organisation in the past two years.”

Lucy, Canberra

Prepare your leaders for the age of AI

Whether you're ready to book a workshop or still working out what your leadership team needs, we'd like to hear from you. Get in touch to enquire about our Leading in the Age of AI workshops, or talk through how the program could be delivered for your board, executive team or managers.

Book the AI leadership diagnostic
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FAQs

It is a leadership and governance program, not a technology course. It does not teach AI tools, prompting, or technical skills. It addresses how boards govern AI-related decisions, how executive teams make the high-stakes calls AI is forcing, and how managers lead their people through the change it brings.
No. The program is designed to start with the AI Leadership Diagnostic as a standalone first step. Many organisations complete the diagnostic on its own before deciding whether to proceed with the three workshops. Individual workshops can also be booked without committing to the full program.
Pricing depends on the scope of your engagement, whether that’s the diagnostic alone or the full six-month program, and reflects senior facilitation. It is worth weighing against the alternative: research shows 73% of AI deployments fail to deliver their expected return, and the cause is consistently leadership and governance, not technology. Set against the cost of a poorly governed AI decision, this program is a comparatively modest investment. Contact Melbourne Leadership Group directly for a quote.
The program is designed for decision-makers across mid-sized businesses, government agencies and large not-for-profits, including board chairs and directors managing governance and risk exposure, CEOs and executive teams aligning AI strategy with performance, and senior and middle managers leading teams through AI transitions.
The program runs over six months in a flexible, modular structure: a two-hour AI Leadership Readiness Assessment diagnostic, followed by three workshops covering AI governance for boards and executives, leading organisations through AI change, and leading people through AI change. The diagnostic can be booked on its own as a first step before committing to the full workshop series.
Workshops are delivered in person at your office or an offsite venue of your choosing, with sessions available anywhere across Australia, including Melbourne, Sydney, Canberra, Adelaide and regional hubs.
Rather than a one-size-fits-all program, each organisation’s workshops are grounded in its own diagnostic results, connecting board, executive and management levels into one program rather than isolated sessions. Delivery uses live case simulation and evidence-based research into why AI initiatives actually fail, rather than off-the-shelf material.
The starting point is the AI Leadership Readiness Assessment, a two-hour diagnostic that gives your leadership team a shared, transparent baseline on AI readiness without committing to the full program. Contact the Melbourne Leadership Group team to schedule a session.
AI is shifting leadership responsibility away from operational oversight and toward judgment – knowing when to trust an AI-informed recommendation, when to override it, and who is accountable if it goes wrong. Boards are now expected to govern AI-related risk directly, executive teams are making structural and workforce decisions because of it, and managers are leading people through disruption they did not create. The skills this demands are governance, judgment, and change leadership, not technical AI knowledge.
Boards do need to be involved, though not in the way many assume. The requirement is not technical AI literacy, it is governance judgment. In Australia, ASIC considers that “I didn’t know the algorithm did that” is not a defence for a director. A director’s existing duty of care already extends to AI-assisted decisions, which means boards need the judgment to ask the right questions of management, not the technical skill to build or audit an AI system themselves.
Accountability does not disappear because a decision was AI-informed – it sits with whoever made or approved it, the same as any other business judgment. The real risk for most organisations is that this has never been made explicit: who is accountable, what should have been questioned beforehand, and what escalation should have occurred. Establishing this clearly before something goes wrong is a governance task.
Start by treating the anxiety as understandable rather than something to talk people out of. Team members will be at different stages of accepting AI-driven change, and they need different responses depending on whether what they’re showing is fear, resistance, or scepticism. What matters most is maintaining trust and psychological safety while roles and expectations shift, and being honest about what you do and don’t know yourself.
Some organisations have already cut management layers citing AI, but the evidence is mixed – over half of employers who made AI-related job cuts now say they regret how those decisions were handled, including cases of rehiring staff after cuts went too far. The risk is less about AI itself and more about poorly governed restructuring decisions made under pressure to move quickly.
Most leadership teams have never had an honest, structured conversation about where each person actually stands on AI – their knowledge, their concerns, and their priorities. Surfacing that divergence deliberately, rather than leaving it unspoken, is usually the first step toward alignment, and it typically needs a facilitated conversation rather than happening naturally in a normal meeting.

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Hamish Park

Director

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