The author argues that while many organizations are now using AI in some form, only a small fraction of them describe their use as strategic. He argues that the difference is the quality of the question the leader brings to it, rather than the tool. He suggests that AI removes three costs that made good questions too costly to ask, not intellectually, but practically, and socially, including the social cost of asking a question that could damage a colleague's relationship. The cognitive muscle for forming an initial opinion, arriving at a judgment through genuine discernment, atrophies when AI is not used. The author suggests that while AI can provide immediate benefits while potentially creating long-term costs, it creates a risk for leaders who don't fully understand this. He also notes that AI also creates a cognitive debt, a term coined by MIT Media Lab researchers for cognitive debt.