Exercise 2: The Visibility Assessment

The point of this exercise is to diagnose the gap between your actual judgment and how it's perceived.

First, assess your judgment honestly. In what areas do you make consistently good decisions? Where do people come to you for advice? What's your track record on the things that matter?

Now assess your visibility. How many people in your organization know about this judgment? How obvious is it that you make good decisions in these areas? When you give advice, do people take it seriously? Do they ask for more?

Draw a simple map:

| Area of Judgment | How Good My Judgment Actually Is | How Visible It Is | Gap | |

---|---|---|---| | Example | Strong | Low | Big |

Fill this in for each area where you have developed judgment.

Now look at your gaps. Where is your judgment better than your visibility? What would make your judgment more visible in that area? Would it help to share your reasoning more explicitly? To write about it? To mentor someone? To be more public about your thinking?

Is there an area where you're known for good judgment but your actual judgment is weaker than people think? That's worth reflecting on too. It tells you something about how your reputation was built and whether it's sustainable.

Module Deliverable: The Personal Reinvention Plan

This is the capstone deliverable for the entire course. It is a dated document, 600–900 words, with three required sections.

Write it as if you were writing a commitment to yourself, not a performance review for someone else. Be honest. Be specific. Be dated.

Format:

Include at the top: - Your name - Today's date - Your 90-day review date (90 days from today)

Section 1: What I Will Stop Doing (or Do Less Of)

Name the production tasks AI can handle that you'll delegate more aggressively. What routine work will you stop doing yourself? What will you hand off?

Be specific. Instead of "I will stop writing reports," write something like: "I will stop writing the first draft of weekly project reports. I will ask an AI model to generate a draft from my notes and project data, then spend 15–20 minutes reviewing it for accuracy and contextual detail before sending it to the team."

This section should be 150–250 words.

Section 2: What I Will Start Doing (or Do More Of)

Name the work of direction, evaluation, trust-building, and force multiplication that you will take on. What will you add to your practice?

Again, be specific. Instead of "I will develop my judgment," write something like: "I will write one direction brief per week for projects that matter. I will explicitly show my reasoning about the problem, constraints, and success criteria. I will share these as templates with my team and ask for feedback on whether they're useful."

This section should be 250–350 words. It should include at least three concrete commitments.

Section 3: How I Will Measure My Development

Name the observable, specific indicators that you're moving in the right direction. What will be true about how people interact with you, or how you're approaching your work, if you're developing as an invaluable employee?

Examples: - "Someone on my team has asked me to review their direction brief and give feedback." - "My manager mentions my judgment on AI direction in conversations with other leaders." - "I've identified the five decisions this quarter where my judgment mattered most, and I was right more often than I was wrong." - "I have a written checklist for evaluating AI output that I use consistently, and I can point to three times I caught an error that mattered." - "I've built a template or framework that someone else on the team is actively using without my prompting."

You should have at least 4–5 specific, observable indicators. These are not vague aspirations. They are things that you and others will be able to see and confirm.

This section should be 150–250 words.

After the plan:

Include a brief closing statement (1–2 sentences) about why this plan matters to you and what you expect will be different 90 days from now.

A Brief Closing Note on the Course

You took this course because you sensed that something was changing. You were right. The way work is organized, measured, and valued is shifting. The skills that protected your career are being automated. The definition of what makes you valuable in your organization is being rewritten.

This is uncomfortable. It should be uncomfortable. Comfort in this moment would be a sign that you're not paying attention.

But here's what you've built: You've built the intellectual frameworks you need to navigate this shift with integrity. You understand how AI actually works, what it can and cannot do. You understand how to direct it. You understand how to evaluate it. You understand what you need to change about yourself. And you understand what's actually invaluable now — not in theory, but in practice.

The four deliverables you've completed across these modules — your prompt library, your evaluation framework, your role assessment, and your personal reinvention plan — are tools. They're not perfect. They will need to evolve as the technology evolves and as you learn more. But they're real. They're usable. They're yours.

What happens next is up to you. You can file this away and go back to the work you've always done, hoping the change slows down. Or you can take the plan you've written and actually implement it. You can stop doing the production work and start doing the direction work. You can build reputation for judgment. You can make others smarter. You can be the person who keeps the system honest.

One of these paths is safer in the short term. The other one is safer in the long term, and it's better for everyone around you.

The people who need what you're learning to become are waiting. Not metaphorically. Your organization needs the judgment you're developing. Your team needs you to multiply their intelligence. Your industry needs people who understand both human work and artificial work well enough to choose between them wisely.

You're ready. Go do the work.