Human - AI Interface: Crafting High-Quality Prompts for Board Leadership
Human-AI Interface Week 6
By Rick Aman onHow governing boards can use structured prompts to improve preparation, insight, and strategic dialogue
“The future will be shaped by those who ask the right questions.” - Eric Schmidt
Introduction: Why This Matters Now
Over the past several weeks, I have been working through a simple idea with governing boards. Artificial intelligence is not something to admire from a distance. It is something to be used, carefully and thoughtfully, in the work of governance. I began this LinkedIn series with the concept of clarity. What is the role of AI at the board level, and just as important, what is it not. From there, we moved into prompt seeding, then pattern recognition, and most recently, how to use AI to support strategic thinking.
This week is different. This week is about practice. When I sit with boards, the conversation often shifts at this point. Trustees begin to ask a more practical question, not what AI can do, but how to use it well. They have tried a few prompts. Some worked. Some did not. The results can feel uneven. That is not a failure of the technology. It is a reflection of how we ask. The quality of the output is directly tied to the quality of the prompt. And that is something trustees can learn quickly.
From Occasional Use to Disciplined Use
Most boards today are experimenting. A trustee may use AI to summarize a report before a meeting. Another may ask for a list of questions to consider. These are good first steps. But they are still individual and inconsistent. The next step is to move from occasional use to disciplined use. In my experience, boards become more effective when they share a common approach. The conversation improves because the preparation improves. This is where capability begins to take shape.
There is a natural progression here that I see across organizations:
Learn.
Apply.
Govern.
Right now, most boards are in the early stages of application. They are trying to understand what works. This article is meant to help move that forward in a practical way.
A Simple Prompt Creation Framework That Works
Over time, I have found that board members do not need complexity. They need a structure that is easy to remember and easy to use.
One model I recommend is AIMS. It provides just enough discipline to produce better results without overcomplicating the process.
A — Assign a Role
Tell the AI who it should be. When you do this, the response immediately shifts in tone and level. Instead of a general answer, you begin to get something more aligned with governance.
I — Instructions
Be clear about the task. This is where many prompts fall short. If the instruction is vague, the response will be as well. Precision here leads to depth.
M — Method or Format
Define how the response should be organized. Boards work with structured information. When you ask for a specific format, the output becomes far more usable in preparation and discussion.
S — Seek Clarification
Invite the AI to ask questions before it answers. This step is often overlooked, but it significantly improves the interaction. It allows the response to be refined before it is delivered.
What I appreciate about AIMS is that it is practical and simple. Trustees can use it immediately, and with a little repetition, it becomes second nature.
What Changes When You Use Structure
Let me give you a simple example.
A trustee wants to better understand workforce trends in the region. A common prompt might be:
“Summarize workforce trends in our service region.”
The response will likely be accurate. It may even be helpful. But it will remain general.
Now consider the same request with a bit more structure. You begin by asking the AI to act as a strategic advisor for a community college governing board. You then ask it to analyze workforce trends and identify implications for long-term program alignment. You specify that the response should include a summary, key implications, and a small number of strategic initiatives. And before it answers, you invite it to ask a few clarifying questions. Nothing about the topic has changed. But the quality of the response will. Outputs become more focused. More relevant. More aligned with the role of the board. This is the shift from information to insight.
A Prompt Trustees Can Actually Use
Here is a complete example that reflects this AIMS approach:
Act as a strategic advisor for a community college governing board with expertise in workforce development and regional economic trends. Analyze the following environmental scan notes related to workforce trends in our service region, including data on employment growth, industry demand, demographic shifts, and skills gaps. Identify the most important trends that will impact the college over the next three to five years. Provide your response in three sections: 1. A concise summary of the most important workforce trends, 2. Key implications for the college’s programs, partnerships, and mission, 3. Three to five strategic initiatives the governing board should consider. Before responding, ask up to three clarifying questions that would improve the quality and relevance of your analysis.
This is not complicated. But it is disciplined. It is also very close to the kind of thinking boards are already expected to do. The difference is that AI can now assist in framing that thinking more efficiently.
What This Means for Board Members
At this point, it is worth stepping back. This is not about learning a new technology. It is about strengthening a familiar skill. Good trustees ask good questions. They frame issues clearly. They look for patterns and implications. They prepare in a way that allows for meaningful discussion. Structured prompting supports all of that.
Boards that begin to use AI in this way tend to notice a few changes. Preparation becomes more focused. Conversations become more strategic. Questions become more thoughtful. Over time, a shared discipline begins to emerge. Trustees are not just reacting to information. They are interpreting it together. That is where the value is.
A Natural Next Step
As boards become more capable in using AI, the conversation will shift again. It always does. The next set of questions will not be about how to use AI, but how to use it appropriately. What are the boundaries? What is acceptable at the board level? How do we think about risk? These are governance questions. And they deserve the same level of clarity and discipline.
Looking Ahead
In the next article, I will focus on AI guardrails for governing boards. We will explore how boards can establish clear expectations, maintain appropriate boundaries, and ensure that the use of AI supports, rather than undermines, their role. Capability comes first, then responsibility.
Summary
This week is about moving from experimentation to discipline.
AI is most useful when it is guided by clear, structured prompts. The AIMS framework offers a simple way for trustees to improve how they engage with these tools. By assigning a role, giving clear instructions, defining the format, and inviting clarification, boards can generate more meaningful insights and better prepare for strategic conversations. The goal is not technical expertise.
The goal is better, clearer thinking. And board members that learn to do this well will be better positioned to lead in a time when clarity, judgment, and foresight matter more than ever.
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At Aman and Associates, we design board retreats and executive sessions that incorporate AI-assisted prompting and pattern recognition into strategic futuring. Our goal is to help boards move beyond reacting to reports and begin interpreting signals, exploring opportunities, and asking better strategic questions. If your board is ready to govern with greater clarity and foresight, I would welcome the conversation.
Rick Aman, PhD - Aman & Associates
rick@rickaman.com | www.rickaman.com/articles