The Need for AI Red Lines

Leadership in the Age of AI Means Deciding What Won’t Be Delegated to Machines

How far is too far?

It feels like a question we shouldn’t have to ask, which is probably why we don’t as often as we should. We assume there are shared, unspoken lines that no one would dare cross. But lately, it’s becoming abundantly clear those lines aren’t as clear or as shared as we thought. One of the most obvious examples is what’s happening with AI.

Over the past few weeks, I’ve wrestled with three very different headlines that all point to the same deeper problem. First, OpenAI’s decision to allow ChatGPT to create erotic content for “verified adults.” Second, the U.S. military talking openly about its growing dependence on AI for leadership and operational decisions. And third, AI-generated videos of deceased public figures like Martin Luther King Jr. and Fred Rogers circulating online thanks to OpenAI’s Sora app. Different industries and different stakes, but they are all the result of the same underlying problem: no clear red lines.

This week on the Future-Focused podcast, I went into greater detail on the stories, shared three insights on what happens when red lines disappear, and highlighted three things every business leader (and individual) can do in response. You can find it on YouTube, Spotify, or wherever you listen to podcasts. However, as is often the case, this one didn’t leave me after recording. I found myself continuing to wrestle with it. So, per usual, this is the deeper reflection on what’s really at stake when we stop defining what’s off-limits.

With that, let’s get into it.

Key Reflections

The Distraction of Blame

“Most red lines aren’t erased by bad actors. They gradually fade while everyday people are busy arguing about the problems.”

With all the chaos, everyone is so busy shouting about who’s responsible for crossing lines that we’ve stopped noticing how we crossed them in the first place. The entire conversation has turned into accusations, tribal outrage, and moral scorekeeping. Everyone’s busy analyzing motives, labeling villains, and claiming virtue. We’re so busy trying to find someone else to blame, we never get around to solving the problem. And, that’s not terribly helpful because my experience has been most people aren’t trying to destroy anything; they’re trying their best to make the most of the moment we’re in. The world is uncertain and moving fast, so people are reacting the only way they know how.

That’s what makes this moment so dangerous. The greatest threats aren’t coming from obvious villains; they’re coming from our collective distraction. We’ve been convinced there are countless enemies out there that need to be defeated, and we’re quick to label anyone who seems to disagree with us one of them. We justify it by convincing ourselves we’re busy fighting for what’s right. All the while, the next red line we thought existed is quietly being shifted, approved, and deployed. Destruction thrives on outrage because outrage keeps us looking in the wrong direction, and it’s much easier to fight about morality than it is to slow down long enough to exercise it.

It’s time to start working together, uniting around our shared values, and defining some clear red lines. If we don’t, whatever faded lines we thought existed will continue to fade.

Passive Conviction Is a Dangerous Game

“Trusting others to draw red lines for you is dangerous, and staying silent once you see the compass start to spin is active participation.”

Given the previous reflection, I think it’s worth calling out that we’ve gotten far too comfortable trusting “someone else” will handle it. We’re all for complaining and arguing, but we want someone else to do the hard work of stopping things before they go too far. Tragically, the quiet relief that comes from assuming responsibility lies somewhere else only amplifies our moral drift. That’s not a judgment. I’ve felt that relief too, convincing myself it’s someone else’s problem to solve. However, history proves moral collapse begins with the same two statements: “It will never get that bad,” and “there’s nothing I can do.” Both are lies we tell ourselves to stay comfortable while conviction quietly erodes.

The problem with delegating moral responsibility is that it breeds apathy disguised as prudence. We outsource accountability, telling ourselves we’re empowering “the right people” to stand guard. However, systems and institutions are only as moral as the people inside them, and those people are vulnerable to the same pressures you are. That’s why respectfully speaking up when something feels off needs to be a universal red line for all of us. Inaction isn’t neutral; it’s an endorsement for whatever happens next. Silence feels safe because it costs nothing in the short term, but in the end, it will cost us all everything that matters.

The world doesn’t just need guardrails. It needs people willing to help hold the wheel. Because when the line starts fading, assuming someone else will redraw it for you is how it disappears altogether.

Red Lines Require Definition, Defense, and a Mirror

“Drawing red lines is essential, but they first require facing what we see in the mirror.”

It’s easy to talk about conviction in theory but much harder to act. It’s especially challenging when it requires looking in the mirror and what you see reflects back compromises you’ve already contributed to. (P.S. If you love everything you see in that mirror, that’s a big red flag.) Defining red lines isn’t just about manufacturing elegant-sounding rules; it’s about honesty. It forces you to confront what you truly value and what you’ve quietly tolerated because it benefited you, which isn’t limited to individuals. Companies have mirrors too; they’re called cultures. And when a culture isn’t clear on what it stands for, it starts mirroring whoever’s loudest or whatever is profitable in the moment.

The discipline of discernment requires uncomfortable self-awareness that comes from continuous self-examination. If you’re honest, you know it’s much easier to craft mission statements than it is to live by them or make declarations about ethics instead of enforcing them when the market punishes restraint. However, if you skip the mirror work, your red lines are nothing more than decorations. They look good on walls and websites but mean nothing under pressure. Proper defense starts with self-confrontation, a willingness to admit where we’ve blurred lines for convenience or gain. The mirror doesn’t lie; it just forces you to stop pretending.

So, remember that conviction without reflection becomes arrogance, and reflection without conviction becomes paralysis, which is why you need both.

Drawing Red Lines Is a Leadership Skill and Comes at a Cost

“Red lines always cost you something. But, the right costs aren’t failure; they’re evidence of wisdom, discipline, and convictions worth mastering.”

I can’t say I’ve ever met someone who’s bragged about being a “yes person.” And yet, so many are becoming one. That’s because the hardest word to master isn’t yes; it’s no. Restraint is especially challenging right now since culture rewards unquestioned expansion. We’ve all been conditioned to believe saying yes is synonymous with forward progress while saying no is positioned as a liability. However, true success is built on discernment and prioritization. Every time you resist the pressure to charge forward without question, you strengthen the lines that protect it. The best leaders I know don’t stand out because of what they did; they stand out because of what they refused to do when everyone else gave in.

Now, there’s no denying the cost of conviction is real. You will lose comfort, approval, and possibly even market share. I’d be lying if I didn't acknowledge it might even cost you your job. However, that loss buys something far more irreplaceable: credibility. When you’re willing to say no to the wrong things, people learn to trust you with the right ones. And the longer you lead, the clearer it becomes that “success at any cost” eventually costs you everything. Integrity and character aren’t virtues you declare. It’s a currency you spend. Every no is an investment in long-term trust, and while it rarely pays off immediately, it compounds over time in the currencies that really matter.

The challenge ahead isn’t only in new lines that need to be drawn. It’s having the courage to hold the ones that already exist, even when it costs us. Our future won’t be determined by how far we’re willing to go. It will be determined by our ability to discern when to stop and say, “No further.”

Concluding Thoughts

As always, thanks for sticking around to the end.

If what I shared today helped you see things more clearly, would you consider buying me a coffee or lunch to help keep it coming?

Also, if you or your organization would benefit from my help building the best path forward with AI, visit my website to learn more or pass it along to someone who would benefit.

As we come into the home stretch, I want to acknowledge that I know with all the uncertainty red lines can feel risky. In many ways, it can feel like you’re setting up shop on the forward deck of the Titanic. However, I promise you it’s not. Yes, you need to examine what you’re doing and determine when and how you’re doing to adapt to these crazy times. However, that doesn’t mean abandoning everything. It means locking in on the right things and reimagining how you go about pulling them off.

With that, I’ll see you on the other side.