The CEO’s Guide To Selling AI To The Skeptical And Building Trust

Anything that shines bright enough will inevitably cast a long shadow.

AI, in all its glory, is no exception, and the people raising questions about it aren’t just luddites and tech-averse skeptics from another era.

Instead, many are leading figures, including CEOs and tech experts, see promise in AI as well as significant question marks.

These concerns aren’t born from cynicism but from experience, and we’d do well to listen closely when leaders voice their worries about matters such as trust.

The skeptics know that AI’s potential hinges on confronting and solving critical issues that could bend the hockey-stick growth we’re all waiting to see before it ever grows to its rightful dimensions.

From trust to infrastructure to alignment with human judgment, the case against rushing into AI is steeped in a caution that many view as essential.

Instead of questioning their skepticism, we’re better off by understanding how to build upon it and leverage it to the fullest.

How To Sell AI To Those Who Don’t Trust It

Let’s begin by acknowledging that the skepticism around AI isn’t unfounded.

Instead, it’s simply a practical response to a complex technology that has yet to prove itself fully. Memories of the dot-com bust also haunt the halls, and some wield more recent scars from NFTs and other much-hyped paradigm shifts that never transpired.

Dave Donatelli, CEO of Riverbed, has firsthand experience with how clients are both optimistic about the AI while still having their doubts about its real-world impact.

“We’ve all seen what AI can do, but the tech alone isn’t enough,” Dave notes, explaining that for many leaders, tangible, real-world benefits matter more than just promises.

“Our clients aren’t looking for grandiose AI; they’re looking for tools that solve actual problems. Anything less is hype,” Dave added.

A common hurdle for any new technology is showing that it is worthy of our trust; something which AI has had a rather rocky start with.

Lan Guan, chief AI officer of Accenture has noted that without transparency, enthusiasm for AI can quickly sour. “Companies want a system they can trust,” she points out. “They need to know AI is working with reliable, validated data, especially when stakes are high.”

For many CEOs, it’s clear that AI’s success relies as much on integrity and transparency as it does on functionality.

Dave from Riverbed adds validation of what Accenture is seeing from its perch. “Trust is the first line of defense for our clients,” Dave says. “AI’s potential rests on proving it can meet real needs in real-world conditions without compromising integrity.”

This means data governance is also at the center of the debate, and given the shaky foundations many companies have it’s no wonder they are skeptical about deploying AI into their stacks.

Ravindra Patil, from data science firm Tredence, sees skepticism as a practical concern about how well their data structures protect them from the risks AI comes with.

“In many organizations, the maturity around data governance is nascent,” he explains. “You can’t deploy AI effectively without a solid governance framework; otherwise, you’re just amplifying the mess,” Ravindra added.

For companies striving to leverage AI, there’s an urgent need to get data right, especially as regulatory compliance and data security become non-negotiable.

Despite being in its early stages, data governance is gaining traction in organizations, with clear indicators of improvement. Growing awareness around the importance of data integrity and security is driving companies to invest in robust governance frameworks.

Additionally, a variety of advanced tools and platforms are emerging, making it easier to establish controls, enforce policies, and ensure compliance. These green shoots of progress signal a shift towards more disciplined and accountable data practices.

Pushing the Needle: CEOs As The Deciding Factor in AI Adoption

AI’s journey from experimental tech to integral tool largely depends on how CEOs champion it, or whether they decide to hold it back.

Ashish Nagar, CEO of Level AI, knows well the role CEOs play in making the AI transition happen.

“I’m of the view that CEOs need to think like owners when it comes to transformations such as these,” he begins, “because no one else has the cross-organizational view needed to drive change. Delegating responsibility over the risks is not enough, and CEOs need to connect the dots early if they are to survive in a rapidly changing landscape.”

Ashish, who has led a number of AI transformations for Level AI’s clients in the past, believes CEOs must look beyond quick wins and focus on long-term transformation.

This is a place where skepticism, in the right doses, can have tremendous benefits to the company’s overall health.

To truly lead AI-driven change, CEOs must act as if the company’s success is directly tied to their personal mission, Ashish argues. This involves making sure that the company takes risks that are well justified, and the skeptics views are critical for informing these calculations.

“The best CEOs are the ones who operate as founders, with that ‘life on the line’ mentality,” he says. “They’re the ones who can rally teams around a vision that seems risky or even improbable because they see the potential others might miss.”

Think Big and Go Fast To Really Sell AI

For companies ready to dive into AI, the practical skeptic’s advice is clear: think big, go fast, but move strategically.

Michael Haske, CEO of Krista.ai, has seen the difference that urgency can make.

“If you’re going to adopt AI, do it decisively and go all the way” Michael advises. “This game is not won by tinkering on the sidelines. You need to think big from the start to get real returns.” Michael encourages his clients to avoid the pitfall of hesitancy, warning that slow steps won’t yield the transformative benefits AI has to offer.

The speed and ambition of adoption have a massive impact on outcomes.

As Michael puts it, “There’s an extinction event coming for companies that don’t get this right. The ones that thrive will be those who see AI not just as a tool but as a critical part of their operating model.” Haske’s take is simple but bold: the future will be won by those who don’t just dabble but commit to an AI-driven transformation in earnest.

But urgency doesn’t mean recklessness, as Jim Brear, CEO of Swimlane, emphasizes.

For him, bringing skeptics around requires CEOs to lead by example and inspire their teams.

“You don’t change minds with technology alone,” Jim notes. “You do it by showing people what’s possible when you remove the fear and inspire them with a vision.” For CEOs grappling with skepticism, the key is to foster excitement without ignoring the risks.

“We recently surveyed cybersecurity decision makers and found that the overload of AI-centric messaging is taking its toll, with 55% of respondents saying they are starting to feel fatigued by the constant focus on AI. It’s a reminder that you have to have the right vision, and you have to make it credible,” Jim explains.

“At Swimlane, we know AI won’t fix everything, but we also know it has the power to transform our field of cybersecurity. We’re not just selling AI; we’re sharing a vision of what it can do when used responsibly.”For Jim, AI is both a tool and a narrative, and CEOs who convey this balance will be the ones to win over the skeptics and turn them into advocates.

AI isn’t going anywhere, but neither are its skeptics. And while skepticism can seem like an obstacle, it’s also an opportunity.

AI’s bright future depends not on blind optimism but on rigorous, responsible leadership; one that respects skepticism as a natural part of the adoption process.