---
title: Why should you celebrate like Kimi?
description: Help your team make AI stick through practical leadership, shared learning and celebrating useful successes. A Formula 1-inspired guide for business leaders.
image: https://conkerai.co.uk/hubfs/make-ai-stick-v3-f1-03-cartoon-branded(1).png
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 Oct 29, 2026, 8:38:33 PM

# Why should you celebrate like Kimi?

![Picture of Andrew Brindley](https://conkerai.co.uk/hs-fs/hubfs/Andrew%20Brindley%20Profile%20Picture%202022.jpg?width=50&name=Andrew%20Brindley%20Profile%20Picture%202022.jpg) [Andrew Brindley](https://conkerai.co.uk/conkersai-blog/author/andrew-brindley)

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![Cartoon colleagues and a friendly robot celebrate an AI success, with a fictional Kimi Antonelli podium scene behind them.](https://conkerai.co.uk/hs-fs/hubfs/make-ai-stick-v3-f1-03-cartoon-branded(1).png?width=1160&name=make-ai-stick-v3-f1-03-cartoon-branded(1).png)

“So how are you celebrating your team’s successes then?” is a question I often ask the business leaders I work with. It’s an important question, because what I see happening time and time again is that it’s something that just gets forgotten. We don’t celebrate the successes because we are too busy getting on with the job and that is a challenge for AI adoption in any organisation. If we don’t celebrate the wins (the ones where someone is starting to save hours a week, a process that’s been a pain for years has been made immeasurably better with the use of AI or where you were better prepared for a customer meeting and ended up bringing back the bacon), then what will happen is your team won’t be willing to take their AI skills and usage to the next level.

It’s just not enough to say to your team and yourself, “Go and have a play with it,” because that has no structure, no plan and it just might not align with your business plans.

It might sound like a reasonable thing to say after an AI training session. You feel you have given your people the tools they need; they have been shown some things that are possible and you have encouraged them to try. But when they get back to their desks, what exactly are they supposed to do?

Some might have a task or place in mind where they could have a go. Others could open a blank chat, try asking a question, not get an answer that they were expecting or one that’s just not particularly useful, which means they go back to the way they normally work. That doesn't necessarily mean they are resistant to AI. They may simply need more help getting started and finding the success you want.

If you want AI to become useful in your business, the work continues every day after the training. People need a manageable first task to help them focus, support while they learn and experiment with things, and also a chance to see what their colleagues are achieving. And it’s celebrating those achievements that really matters, but first you have to help people reach that success. Yet over the past few months in talking to our lovely customers at ConkerAI, I have begun to realise that we aren't very good at finding these successes or celebrating them in any meaningful way. I am a massive F1 fan. I have been since I was a small child, which was some time ago, and one thing that F1 drivers are really good at is celebrating their wins. You see them on the podium spraying the Champagne all over the place, smiling, hugging their mechanics and high-fiving each other. I think we could learn something from this.

## Firstly, start with yourself.

As a leader, you need to be using AI yourself, not just every now and then; it should be every single day you are at work. You don't have to be the most technically capable person in the room, but you do need to understand what you are asking your team to do and, as the old adage goes, lead by example.

Choose something from your own working day and show people how you tackle it. If the first answer misses the point, explain what is missing and try again. Show them how you check the result, too. Watching you work through a problem is far more useful than watching a polished demonstration where everything appears to work first time.

One customer told us how she used AI to help her get started on a daunting ISO compliance task. It produced draft policies and questions for her to take to IT. The documents still needed reviewing; the useful first step was having something to work with rather than facing a blank page. She managed to get the project over the line while completing multiple projects in the business, something she could not have done without the support of AI.

As she told us: “I mean, something like that, that would have definitely been one of those things that you'd have sat there for ages going, oh, my God, how do I do this?”

That feeling will be familiar to plenty of people in your business. Your example gives you a way to ask them where they are getting stuck and what might be worth trying together.

## Give people some scaffolding

An invitation to experiment is much easier to act on when there is a little structure around it. I like to think of that as scaffolding: enough support to help somebody get going, without doing the whole job for them.

We all need support when we are starting something new that seems out of reach or too complex, which is the way AI will feel to a lot of your team. Get them to start with one small, real task that they understand well enough to check.

Keep the support close to where the work happens. People need markers because they will forget steps in the process. Think about when you began to learn to drive. Balancing the clutch, gear lever, accelerator, along with the handbrake, is a tricky thing to do, and some people take more time to grow their confidence in these. It’s just the same when using AI: people need practice and support. You could, for example, print the prompting frameworks you use, laminate them and put them beside the desk so people can refer back to them.

Maybe agree a small amount of practice time and a point to come back together. “Try this task before Thursday and bring what happened” gives somebody much more to work with than “have a play”. As their confidence grows, they can choose their own tasks and adapt the approach. The scaffolding should help them become more independent, not leave them needing permission for every new prompt they want to try.

## Give the learning somewhere to go

This is where an AI champion team can help. A short, structured weekly meeting gives people somewhere to bring their attempts, ask questions and learn from each other. Otherwise, somebody struggling at their desk may assume they are the only one finding it difficult. What’s the saying? A problem shared is a problem halved.

Ask each person to bring a task they tried, the result and what they checked. Spend time on the problems as well as the successes. Was the instruction unclear? Was important information missing? Would another approach be simpler? Finish with something specific to try before the next meeting.

Two colleagues told us how they had helped another colleague build an AI agent, sharing example reports and an approach to bringing material together into a management report. What stood out was their growing confidence in applying what they had learnt together. They were already helping somebody else get started.

You don't need to wait for a measured financial return before recognising that progress. Equally, a promising first attempt isn't the same as a process that works reliably every week. Let people talk honestly about where they have got to.

## Show the rest of the business what worked

Once people start making progress, make sure the learning doesn't stay with the champions. In F1, everyone is looking up at the podium. Their national anthems are played and there’s a real celebration for the whole team and their fans. You don’t need to go that far, but ask yourself: what could you do?

In a recent customer conversation, a team told us they had finally documented their goods-in process using AI to help them. Four or five people had spent roughly half an hour recording themselves explaining it. They said the resulting documentation needed just three minor edits. An earlier attempt had remained unfinished; now they had something the team could use.

The people involved knew about it, but others in the business didn't. Someone in another department could have heard that story and thought of their own unfinished procedure. Without the conversation, they wouldn't know there was an approach worth trying.

Give colleagues enough detail to make that connection. What was the job? What changed? What still needed checking? Who could help them try something similar?

The same business was also using AI to turn delivery-note PDFs into files for uploading stock. One participant estimated a saving of three to four hours a week for the department. The outputs had been checked several times, and standardising the method was the next step. That's a useful story to share because people can understand the task and the benefit, as well as the work still needed to make it repeatable.

Not every example needs a time saving attached. A colleague at an organisation was delighted after using AI to compare membership data; it was analysis they just didn’t have time for in the past. Hearing about colleagues' examples helped other people see possibilities for their own work. Sometimes the useful result is simply getting past something that had been holding you up. How could you be helping your team celebrate their AI successes?

## Make a little more of the success

Sharing how something worked helps people learn. Recognising the person who did it tells them that their effort matters.

One business leader described a colleague using AI to prepare a first draft of a method statement for unfamiliar equipment. The leader reviewed it, then praised the colleague by email and told others about the work. He was recognising someone taking ownership of a task that would previously have been passed up to a senior colleague, and that’s just what we should all be doing.

You can do this without creating an F1 podium. Start simple: for example, let people show their success in a team meeting or create a Teams or Slack channel to celebrate those wins, with enough detail for a colleague to follow it up and no confidential information they don't need to see. I used to be on the Tesco graduate programme and one of the best bits of advice I ever got was from Philip Clarke, who went on to be their chief executive. In an interview he said to me, “Andrew, success breeds success”, and that has always stuck with me.

You could make a success wall. Include the person, what they tried and what improved. Using AI to create friendly caricatures alongside the achievement could make it more personal, if they are happy with that. Keep adding examples so it reflects the work people are doing, rather than becoming another noticeboard nobody looks at.

Be careful about what gets recognised. If only the biggest time savings receive attention, people may keep quiet about a useful small improvement or a problem they caught while checking. Helping a colleague and spotting an incorrect answer are worth noticing as well!

## Make it part of how you work

Over time, this needs to become an ordinary part of the job. That includes recruitment: look for people willing to learn and use AI thoughtfully, rather than expecting everybody to arrive as an expert. Then back that expectation with the tools, boundaries and practice time they need.

For now, choose one task to work through with your team this week. Give them a starting point, let them try it and make time to hear what happened. When somebody finds something useful, help them show the next person and start celebrating like when Kimi Antonelli wins the F1 World Championship this weekend, which he’s very likely to do.

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 Jun 22, 2026, 4:48:40 PM

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