Name: Doc Rivers Advice for CEOs: How to Lead Teams Through an AI Transition
Uploaded: 2026-06-22T15:09:00Z
Duration: 6 min 47 s
Description: Former NBA coach and player Doc Rivers shares his leadership playbook for the corporate world, detailing how to build trust before adversity strikes, constantly communicate a vision and persuade employees to embrace their specific roles.

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Former NBA coach and player Doc Rivers shares his leadership playbook for the corporate world, detailing how to build trust before adversity strikes, constantly communicate a vision and persuade employees to embrace their specific roles. Photo: WSJ Leadership Institute

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Former NBA coach and player Doc Rivers shares his leadership playbook for the corporate world, detailing how to build trust before adversity strikes, constantly communicate a vision and persuade employees to embrace their specific roles.

Doc Rivers Advice for CEOs: How to Lead Teams Through an AI Transition

Coach Rivers, thanks for spending some time with us.

Thanks for having me.

The question I'm dying to ask you, I spend a lot of time these days talking to CEOs who are struggling with AI transformation, the technology wave that's gonna change everything about their businesses. And what I find is I talk to them for 5 or 10 minutes, and pretty soon you realize, it's not the technology that's giving them trouble, it's the people, it's the culture. How do you create a team that can move fast enough and creatively enough to take advantage of this wave of change? So what are they missing?

Well, they're missing the people. You know, when I talk to my coaches, I always say, "It's the people, stupid." It always is the people. It's the people that you have to reach. You know, AI is scary. It's like the boogeyman for everyone, even in sports.

Even in very senior executives.

Yeah, and they're so focused on the technology part of it, and they need to focus more on the people part of it and how it will affect people. How can you get people to use AI to help your company function better? And what does that leadership look like? How can you get the cross-section of non-AI people and AI people to work together? So it's all these things, but at the end of the day, it's people that you have to manage and you have to touch and you have to inspire.

So let's break that down a little bit. I mean, it's one thing to say it's the people, but I think for a lot of CEOs, it's like, "Okay, well great, it's the people. I got good people. What do you want me to do?"

Communicate. It's the communication part of it. Everyone, for the most part, unless they are the leader, are looking for leadership, or even leaders are looking for leadership. They find it in different ways, through books and everything else, but the people working in the company, they need their leader. They need a vision. Where are we going? What are we gonna do?

And you can't just say it once.

No, over and over. The sell is every day. The used-car salesman has a bad connotation to it, right? But you have to be part of that every single day. Sell the journey. Sell that it's worth it. Sell that it's worth it for that person, and sell that it's worth it for that company.

It's one of the things I was wondering about listening to you earlier. How much of it, in your coaching experience, how much of it is communicating to the group, and how much of it is one-on-one?

It's both. And they're two different things. I made the comment in our speech, businesses, teams are not a democracy. They're just not. There's a guy at this level, there's a guy at this level, there's a guy at this talent level. But for the team to work, all those different levels still have to work together. And all those different people have to have the same goal. But the journey may be different for each one. And the leader, the corporate leader, has to figure out, who can I push in front of others? Who can I talk to in front of others? Who needs it alone? Who needs to be embraced? It's just different on all levels.

You talked a lot about the importance of trust.

Yes.

It's not just a question of telling people what to do. It's creating the environment where they're gonna listen to what you tell them.

Yeah. I think trust is the key to life. You do things better when you trust the person telling you to do them. And so you have to invest time with that person. Who's just gonna walk up, "Hey, I'm just gonna give you trust today." It just doesn't happen, especially in a generation where we have devices, where we can read everything and every reason why we shouldn't trust each other.

And the trust has to be there before the tough moment comes.

Yeah, if the trust-

I think that maybe the part of what people miss. You talk about investment. I mean, it takes a lot of time. It takes a lot of work one-on-one.

And you can't give up on it. The investment happens early. You have to get in there early and stay there. But once you get in there, you don't just walk away from it. "Okay, I've had my talk now, I'm good." No, you've gotta keep doing it over and over again and keep building trust up, because there are gonna come a time in every business, on every team, when adversity is going to happen, whether it be early, in the transition, or later. But there's gonna be a time. And if you don't have any equity built up, trust will cave in.

You talked also earlier about humility. And I was thinking, listening to you, the players who you've coached, some of the players who you've played with, you don't strike me as humble people. So explain humility.

That's the trick. You know what's so funny? I love asked that question. Because you have to teach this arrogance, this toughness that we are better than everybody. Everybody. And you have to convince them that that's 100% true. And then in the same light, you have to give them and make them understand humility and respecting your opponent, because if you don't respect your opponent, you'll get beat. And so there's two things going on, two different things going on at the same time. We are the best, but I still have to prepare.

And your team and their teammates too.

Yes.

I mean, that's not an easy thing to do.

No winner.

You're supposed to shoot and when you're supposed to pass.

Well, that's the whole thing, the goals. And it's the same thing in companies. Everyone has their role, and everyone has to learn how to be a star in a role. You have to convince, let's say, a quote-unquote "role player" in a business atmosphere, that if he does his role, even though he probably wants that role there, like he wants to be the president, but if you do your role, your company will win. Your company will advance, and you'll keep moving up. And maybe someday, you can get to that role.

Yeah, last question. Best advice to people who are staring at big, exciting, but as you say, also scary transition. Best advice to the CEOs who are trying to lead those teams?

Well, communication is key. But giving yourself to your team. I think a lot of times, the mistake that I see in companies is the leader separates themselves from the masses. That doesn't mean you have to be a good guy and a nice guy, and it's nice to be all those things. But your employees have to know that you're willing to give yourself to them. Otherwise, they're not gonna give themselves to you.

Great advice, Coach Rivers. Thanks.

Oh, thank you.