ELI Alumni Spotlight: Michelle Saint Hilarie

Without direction from leadership and clear guardrails, AI use can become difficult for human services staff to navigate. Use of these tools may vary widely between teams, and staff may feel confused or concerned about unclear expectations. So how should leaders approach these issues? And what can they do to reassure staff that they are implementing AI tools responsibly?   

Social Current’s Executive Leadership Institute (ELI) participants are already asking these questions and advancing AI literacy at their organizations. Michelle Saint Hilarie of Child & Family Resources in Tucson, Arizona, and member of the 2025-2026 ELI cohort, focused her organizational impact project on strategically implementing AI.  

Her organization had yet to create a formal AI strategy, policies, ethical guidelines, or governance structure. She recognized that this lack of oversight introduced risks of potential misuse, data privacy, and misalignment with their mission and values. As she wrote in her project report, “As stewards of the public good, we must ensure that AI systems are used in ways that reflect our values of equity, inclusion, and social responsibility.”  

Michelle began by working to understand her organization’s current landscape. She researched AI and its potential applications; surveyed employees about their knowledge, perceptions, and readiness; and interviewed organizational directors about AI use and needs. With this data, she was able to identify an important gap. Although many employees had some familiarity with AI, many were not comfortable using it at work and did not understand how AI tools could be relevant to their roles.  

Michelle used her findings to develop a set of actionable next steps, including: 

• Establishing a cross-departmental Generative AI Committee to develop guidelines and guardrails for AI use 
• Identify training needs 
• Collect potential use cases 
• Strategically pilot AI applications with equity and inclusion at the center 

This approach illustrates AI literacy in action, including understanding workplace use, directing that use, and establishing responsible governance. The skills at the core of AI literacy are the same skills that social sector leaders build and rely on every day, such as:  

• Practicing sound judgment 
• Careful stewardship 
• Ethical practice 

Ultimately, AI literacy is about extending these leadership practices to integrate emerging technology thoughtfully, responsibly, and in service of the mission. 

Q& A with Michelle Saint Hilarie of Child & Family Resources 

ELI is a yearlong leadership development program offered in partnership with Loyola University Chicago’s Quinlan School of Business. Through ELI, executives and senior managers learn how to lead more effectively in an ever-changing environment. We’ve asked Michelle to reflect on her experience in the program and share back insights for other leaders to consider. 

What is a success you’d like to highlight?  

While I achieved several successes throughout my AI project, the one I would most like to highlight is the working relationships I built and strengthened with my peers and team members. By asking thoughtful questions, actively listening to diverse perspectives, and making informed recommendations to guide our organization’s approach to AI, I was able to expand their knowledge, foster meaningful dialogue, and build trust. As a result, I have strengthened my role as a leader and a trusted resource for guidance on AI implementation, responsible use, and organizational integration.  

Most importantly, this project helped propel me toward executive leadership and allowed me to rediscover my leadership goals, strengths, and talents. It reinforced my confidence in my ability to lead organizational change, build trust, and help others navigate emerging challenges and opportunities.  

Is there anything you would do differently?  

Given more time, I would have liked to conduct interviews and additional research with leaders from other community-based nonprofit organizations. I would have welcomed the opportunity to learn more about their approaches to AI, including their beliefs, values, implementation strategies, and safeguards. Understanding how other nonprofit leaders are navigating AI adoption would have provided valuable insights and opportunities to strengthen our own organizational approach.  

What recommendations do you have for other leaders?  

I recommend that leaders take the time to listen to and understand their teams’ beliefs, concerns, and values surrounding AI implementation and use. Nonprofit organizations are navigating these changes across multiple generations, each bringing different experiences, perspectives, and levels of comfort with emerging technologies. I observed generational differences in attitudes toward AI, with some younger team members demonstrating greater enthusiasm and readiness to embrace it, while some older team members expressed greater hesitation and concern. However, these perspectives aren’t exclusive to any one generation, and it’s important not to make assumptions based on age alone.  

Leaders should approach AI adoption with intentionality, empathy, and inclusivity. We must create space for open dialogue, acknowledge legitimate concerns, and ensure that all staff members have an opportunity to contribute to decisions that affect their work. By understanding and respecting diverse perspectives, leaders can build trust, address resistance constructively, and develop an approach to AI that reflects the organization’s mission, values, and commitment to equity and inclusion. 

What surprised you during this project?  

The environmental impact of AI. Before this project, I was largely unaware of the environmental consequences associated with AI and the concerns and political tensions surrounding the construction of data centers. Since starting my project, the development of AI data centers and their environmental impacts have become increasingly prominent national and political issues. My ELI experience broadened my understanding of AI beyond its technological capabilities and organizational applications to include its broader environmental and societal implications.  

For more on the importance of AI literacy for social sector leaders, check out Social Current’s Q4 2026 trends report. 

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