We mistake proximity to a trend for understanding of it, and leaders amplify this mistake because their job now includes managing how they appear to other leaders rather than managing the actual work.
2
A network like the music piracy community thrived because it offered something that legitimacy couldn't: belonging to something real and maintained by people who cared about the thing itself, not their position relative to it. When you run toward the trend instead of the actual problem, you lose the thing that made the community worth joining in the first place.
3
The people who will matter most in five years are already operating in the margins—Lewis Prosser with his wicker, the XPRIZE teams with their firefighting drones, the engineers testing what happens when you make something that swims and flies instead of choosing one. They're not anxious about being behind because they're not looking at the leaderboard.
Fear of being behind reveals what we're actually building.
When leaders spend their attention on whether they're late to AI rather than on what their people need, they're not managing risk—they're managing their own visibility. The panic is the signal. It tells you something true about how authority works right now: it's no longer about competence in the domain, but about appearing competent in the domain everyone is watching.