The Three Sections of Your Reinvention Plan

Your Personal Reinvention Plan has three sections. Each section is an honest assessment of where you are and a specific, dated commitment to practice.

What you will stop doing — This is often harder than people think. You've built a career on certain capabilities. You've gotten good at producing certain kinds of work. If AI can do this work, you need to be honest about letting it go. This is not about laziness. It's about redirecting your limited time and energy toward the work that only you can do.

What production tasks will you delegate more aggressively to AI? What routine work will you stop doing yourself and start reviewing from others or from AI tools? Be specific. Don't say "I will stop doing routine writing." Say "I will stop writing the first draft of weekly status reports and instead ask an AI model to generate them from my notes, then spend 15 minutes reviewing and editing for accuracy."

This section is a permission structure. You're giving yourself permission to do less of the thing you've been measured on. This is necessary because it can feel like you're becoming lazy if you're not writing the code or producing the reports. You're not. You're redirecting your effort toward something more valuable.

What you will start doing or do more of — This is where you describe the new work: direction, evaluation, trust-building, force multiplication. Again, be specific. Don't say "I will work on judgment." Say "I will write one direction brief per week that I'll share with my team as a template, explicitly showing my thinking about how I'm analyzing the problem and setting constraints."

Or: "I will implement a checklist for verifying AI output before it goes to my manager, and I will document what I'm checking for. I will refine this checklist monthly based on what I'm catching."

Or: "I will spend one hour per week mentoring someone on effective AI use in our domain, and I will track what they're learning in a brief note I review with them monthly."

The key is specificity. Not intentions. Actions. Things you can actually do, measure, and adjust.

How you will measure your development — This is the least intuitive section for most people, because the new definition of invaluable is harder to measure than raw production. But you need observable indicators that you're moving in the right direction.

What would it look like if you were becoming the person you want to be? Not in your head, but in the world. Maybe it looks like: "My manager mentions my judgment on AI implementation in conversations with other leaders." Maybe it's: "Someone on the team has asked me for feedback on their approach to AI integration." Maybe it's: "I've built a set of templates and decision frameworks that the team is actually using." Maybe it's: "When I flag a potential error in AI output, my flag is treated seriously, not as overcautiousness."

These are not metrics in the traditional sense. They're observable behaviors and shifts in how people interact with you. They're signals that your invisible work is becoming visible. They're the real measure of whether you're developing as an invaluable employee.