7 Strategic AI Questions Every Managing Partner Should Be Asking

AI is not on the horizon. It is already here. The question for managing partners is not whether to use it, but how to lead their firms through it.

AI tools are already being used in most firms. They can save time, but they are not flawless. Reliability and security must be treated with the same discipline you apply to any client-facing work.

Most partners do not have the time to study every new development, yet they are being asked to set direction. These seven questions will help you cut through the noise, focus on outcomes, and make better decisions for your firm.

1. Where are we already exposed?

   AI is almost certainly in play across your firm. Staff may be using Copilot, ChatGPT, or new features in your CRM. Some of this may be useful, but without structure it quickly creates risk. The risk is not only compliance. A poor first draft or an unchecked client email can damage trust instantly. By asking this question, you bring the issue into the open and back under control.

2. Are we waiting for a plan or just waiting?

   Hesitation is natural when change feels unclear. But standing still is not neutral. Competitors who take even small first steps will quietly move ahead. The firms making progress are not always the most advanced. They are simply the ones who chose to act.

3. Do we know what “good” looks like for us?

   It is easy to borrow benchmarks from others, but what success looks like must be defined by your own partnership. Whether it is sharper client insight, better productivity, or improved service delivery, clarity on what matters most to your firm avoids drift and wasted effort.

4. How are we helping our teams get confident before they get creative?

   Experimentation is happening whether you encourage it or not. That is not a bad thing. But without shared principles, it leads to inconsistency and confusion. A briefing, a set of guidelines, or even a short conversation can give people the confidence to use AI responsibly and usefully.

   Your teams are already experimenting. They will look to you for clarity. If you do not set the tone, someone else will.

5. Are we talking about tools or outcomes?

   The temptation is to focus on platforms such as ChatGPT, Copilot or Notion. But clients do not care about tools. They care about results such as clarity, speed and value. Framing AI in terms of outcomes keeps decisions rooted in what matters for business, not in the technology itself.

   Clients will also expect you to have an informed stance on AI. Even if they do not ask directly, they will judge your firm on how prepared you appear.

6. What would we regret not exploring now?

   Six months from today, what will you wish you had tried? The pressure points are often easy to spot, whether in inefficiencies, stretched people, or competitors edging forward. These are the places to test something small but meaningful. Pilots do not need big budgets. They just need focus.

   This is not about chasing trends. It is about spotting the areas where your people are wasting hours today that could be solved tomorrow.

7. Who are we listening to and who is missing?

Most advice on AI comes from two sources: technology vendors and enthusiastic junior staff. Both offer insight, but neither gives the whole picture. Strategic guidance involves bringing together diverse perspectives on risk, brand, operations, and people. Without that balance, your view is incomplete.

Final thought

The firms that will gain most from AI will not be the ones rushing to adopt every tool. They will be the ones asking sharper questions and making deliberate choices. That is how you reduce risk, protect your brand, and create space for growth.

If you would like a confidential conversation about where your firm really stands, you can connect with me directly at mary@marketingclever.com or on LinkedIn